e rua tau ruru - te rau ora · in the past year te rau matatini has renewed our commitment to...
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E RUA TAU RURU
E RUA TAU WEHE
E RUA TAU MUTU
E RUA TAU KAI
NŌ REIRA, TĒNĀ TĀTOU E HUI AKE I RARO
I TE KOROWAI O TE TUHINGA KŌRERO MŌ NGĀ TAU
RUA MANO TEKAU MĀ WHĀ
RUA MANO TEKAU MĀ RIMA
NAU MAI, PIKI MAI, WHAKATAU MAI,
TĒNĀ KOUTOU, TĒNĀ KOUTOU, TĒNĀ KOUTOU KATOA
KA TAU!
MIHI
A message from the Board Chair - He kōrero mai i te Kaitiakitanga
A message from the Chief Executive - He kōrero mai i te Pou Ahorangi
Te Rau Matatini Priorities - Ngā mea nui o Te Rau Matatini
Board of Trustees - Ko mātou Tumuaki
Board of Directors - Ko mātou Rōpū Kaitiakitanga
Executive Team - Ko mātou Rōpū Whakahaere
Advisory Groups - Ngā Rōpū Kaitiaki
Our Workforce Programme for 2014-2015
Māori Mental Health – Hauora Hinengaro Māori
Māori Nursing – Ngā Neehi Māori
Youth – Rangatahi
Addiction – Te Hau Mārire
Research and Evaluation – Rangahau
Training and Education – Te Hau Māia
Suicide Prevention – Waka Hourua
Organisational Development – Whakawhanake
Te Rau Design
Financial Report
Content
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Acknowledgement to those involved in our journey
Without the knowledge, commitment and dedication
demonstrated by great Māori leaders, the Māori health
sector would be a lot different. Therefore it is fitting that
acknowledgements are firstly given to the influential Māori
health leaders who passed away this year. Ngā mihi mahana ki
a Putiputi O’Brien, Paraire Huata, Papa Huatahi rātou ko Erima
Henare for your life-long dedication to making Aotearoa a
healthier place for Māori. Ka hinga atu he tētēkura, ka aramai
he tētēkura - As one fern frond dies, another is born to take its
place.
Significant highlights
It is with great honour that I present the 2014-2015 Te Rau
Matatini Annual Report.
It is exciting to witness Te Rau Matatini thriving and continuing
to provide opportunities for the Māori Mental Health and
Addiction workforce. The dedication to our people truly
reflects our position as the National Māori Workforce
Development centre.
New and established partnerships have enabled the delivery
of extensive programmes for enhancing clinical and cultural
competency. The programmes created for Māori by Māori
express improvement in the sector, as we continue toward
our goal of being the centre of excellence for Māori workforce
development. This is evident through rangatahi involvement
with the creation of publications such as Hīkaka te Manawa.
Developing the Māori mental health sector with
knowledgeable leaders for the future is a primary focus. As
Chair of the Board of Directors it is my role to ensure that our
group have oversight into the business decisions, to provide
opportunities for our people.
Rising to the Challenge – Mental Health and Addiction
Workforce Development
Te Rau Matatini have programmes and initiatives guided by
the Ministry of Health - Rising to the Challenge - Mental Health
and Addiction Workforce Development publication. Some
programmes have been contracted to be jointly delivered by
the five Mental Health and Addiction Workforce centres; Te
Pou o te Whakaaro Nui, Le Va, Matua Raki, The Werry Centre
and Te Rau Matatini. This group is able to accomplish optimal
incorporation of the national Mental Health and Addiction
workforce development programmes.
Kia ngātahi te waihoeTāhuri te kei o tō waka, whatiwhati ngaruHaere ki tua, papapounamu te moanaE topa, e rere ki uta.
Mihi
Te Rau Matatini Annual Report 2014-152
HE KŌRERO O TE KAITIAKITANGA - A MESSAGE FROM THE BOARD CHAIR
There are 100 actions within Rising to the Challenge including:
• improve mental health and well-being, physical health and
social inclusion for people with mental illness and addiction
issues
• encourage more effective use of resources
• enhance integration of Mental Health and Addiction services
• reduce disparities in health outcomes
• improve access to and reduce waiting times for Mental
Health and Addiction services
Our organisation work plan continues to be influential and
updated each financial year as deliverables are completed.
The next financial year provides a platform to embed new Te
Rau Matatini programmes into further workforce development
for our kaimahi, and most importantly for our future leadership.
The Hui-a-rohe completed earlier this year will help to
influence the next Rising to the Challenge document.
He Korowai Oranga
This high level Māori Health strategy framework supports the
Ministry of Health and District Health Boards to deliver a health
system which works for all New Zealanders. It has aspects of
Te Tiriti o Waitangi, Rangatiratanga and Māori aspirations and
contributions woven into it.
This framework determines how Māori mental health
workforce development deliverables will be approached. Te
Rau Matatini continue to use He Korowai Oranga as a guide to
enhance Whānau Ora, Wai Ora and Mauri Ora for all Māori in
the mental health sector.
Whānau Ora
Te Rau Matatini has developed a Whānau Ora Approach
document specific to Mental Health and Addiction which will
contribute to the further development and implementation
of Whānau Ora initiatives. This framework has been informed
by the Whānau Ora Workforce: A literature review, and advice
given from all five Mental Health and Addiction workforce
centres. Māori cultural and clinical leaders from District Health
Boards and non-government organisations also had input.
Suicide Prevention for indigenous communities
Waka Hourua is a direct response to the New Zealand Suicide
Prevention Action Plan 2013 – 2016 released by the Ministry of
Health. The suicide prevention programme is a Te Rau Matatini
and Le Va partnership to address the high numbers of suicide
among indigenous communities (a high risk population).
The programme is overseen by the National Leadership
Group which is chaired by Professor Sir Mason Durie. The
National Leadership Group launched the Community Funding
programme with the Strategic Research Agenda to evaluate
the process.
Waka Hourua has great ambitions to ensure that whānau and
Pasifika families feel well supported in developing their own
prevention programmes. The challenges of suicide and suicide
prevention are many and the Waka Hourua team are prepared.
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Waka Hourua has great ambitions to ensure that whānau and Pasifika families feel well supported in developing their own prevention programmes.
“ “
with great pleasure that the Board confirmed her role in the
organisation. Marama has a background in nursing and general
management in PHARMAC. Her expertise in health and
leadership is hugely beneficial for the organisation. The future
looks positive with experienced and competent people joining
our team.
Without dedicated staff members it would be impossible for
Te Rau Matatini to accomplish everything it has done thus
far. Mihi nui ki a koutou katoa for your constant dedication to
ensuring change is made for Māori workforce development.
I would also like to take this opportunity to thank all the Board
members for your unceasing dedication to ensuring that Te
Rau Matatini reaches new levels of excellence. The Board is
supported and guided by Te Puea Winiata and the Trustees of
our shareholder. We are thankful for the insights that the Trust
is able to offer myself and the Board.
In closing, I would like to acknowledge Professor Sir Mason
Durie. His succinct comments on our debates and discussion
encapsulates hours of our out loud thinking easily and
understandably.
Kura Denness
Chair, Board of Directors
The future looks positive with experienced and competent people joining our team.
Without dedicated staff members it would be impossible for Te Rau Matatini to
accomplish everything it has done thus far.
“
“
Te Rau Matatini Annual Report 2014-154
Further Acknowledgements
It is with great pleasure that Te Rau Matatini can announce
that Kīngi Tūheitia is the official patron for Healing Our Spirit
Worldwide – The Seventh Gathering. The Gathering is being
held in Waikato and the pōwhiri has been blessed to take
place at Tūrangawaewae marae. This is a special opportunity
for Te Rau Matatini as it allows our whakawhanaungatanga
with Waikato-Tainui to strengthen.
Previous Co-Leader of the Māori Party and Minister for
Disability Issues, Dame Tariana Tūria played a vital role in not
only the enhancement of disability services, and the launch of
Te Whakaururoa in 2009, but also the social service welfare
policy Whānau Ora. Acknowledgement is expressed around
her integral role with Whānau Ora and how it has provided a
great foundation for Māori. This will continue to have great
influence throughout the coming years. Dame Tariana was
a great advocate in the parliamentary space and we will
continue to celebrate her mahi through our mahi.
Nau mai, haere mai ki ngā kaitiakitanga hou, ko Fiona Pimm
(Deputy Chair) rāua ko Eugene Berryman-Kamp. We are
very lucky to have them both. They have proven to be great
additions to the Board of Directors as their knowledge in
health, through District Health Board positions and other health
entities, provides great insight for the future of our organisation.
Nau mai, haere mai ki te Pou Ahorangi hou, Marama Parore.
After several months of being interim-Chief Executive it is
Our vision for the future
Te Rau Matatini strategic focus is underpinned by Māori
workforce development, education, clinical and cultural
capability and capacity for the advancement of our people.
This vision aligns with our goal to be the centre for excellence
for Māori workforce development by 2017.
Highlights from July 2014 to June 2015
Since the last Annual General Meeting, the 2014 – 2015 financial
year has been full of growth for Te Rau Matatini. We continue
to develop new partnerships to provide a strong voice in Māori
mental health and workforce development. Our partnership
with the International Indigenous Council, Te Rūnanga o
Kirikiriroa and Le Va reflect the importance of enhancing
clinical and cultural leadership, and ensuring that Te Rau
Matatini has a positive contribution to make in Whanau Ora.
In the past year Te Rau Matatini has renewed our commitment
to engaging kanohi ki te kanohi with our people. We
organised seven Māori Mental Health and Addiction regional
hui throughout the country. Each hui enabled participants
to express their views about current sector workforce
development. The hui identified key challenges within the
sector and solutions to address. Some key priorities taken from
the hui were:
Enhance Māori Cultural aspects of the Workforce; ‘Grow your
own’ Māori Strategy; Improve Education Pipeline for Māori;
Build Māori Leaders; and Improving Māori Retention.
Te Rau Matatini is able to use the data collected to develop
these key priority areas, supporting solutions to promote
positive sector growth.
The New Zealand Institute of Business provided in-house
training for 13 of our staff members to complete a Diploma
in Project Management. The 100% success rate sees Te Rau
Matatini kaimahi able to put their new found knowledge into
practice.
A snapshot of current programmes at Te Rau Matatini
Healing Our Spirit Worldwide – The Seventh Gathering is
happening in November 2015, Te Rau Matatini staff are
focussed on ensuring that attendees feel welcome to our
Gathering and are inspired by the speakers and performances.
The Gathering’s programme contains 300 presentations and
performances sharing indigenous knowledge, wisdom and
insight.
Kua tawhiti kē tō haerenga mai, kia kore e haere tonu.He tino nui rawa o ōu mahi, kia kore e mahi nui tonu.You have come too far, not to go further,You have done too much, not to do more.
Tā Hemi Henare (Ngāti Hine, 1989)
Te Rau Matatini Annual Report 2014-156
HE KŌRERO O TE POU AHORANGI - A MESSAGE FROM THE CHIEF EXECUTIVE
“
“
Waka Hourua is the National Māori and Pasifika suicide
prevention programme is designed to support communities
with tools, knowledge, skills and resources to prevent suicide.
He Ara Toiora, an innovative programme based around using
new technology to reduce Māori childhood obesity, has
launched its online portal. This programme marks a change in
the way content is delivered to our tamariki me ōna rangatahi.
The portal is designed for kōhanga reo and kura kaupapa
programmes for Iwi kainga o Waiwhetu.
Te Hau Mārire is making significant headway for Te Rau
Matatini with a focus on a whānau-centric model and the
Māori Addiction Workforce. Programmes are being created to
bring the issues of addiction into a space easily identified and
accessed for Māori impacted by addiction-related harm. Using
the Hui-a-rohe to gain information from kaimahi in the sector
provides a Māori voice to influence the next Rising to the
Challenge mental health strategy.
Huarahi Whakatū continues to provide the only dually
accredited Professional Development and Recognition
Programme (PDRP), specifically tailored for Māori by
Māori Nurses, operating outside of District Health Boards.
This programme has a philosophy of enhancing the dual
competency (clinical and cultural competency) of Māori
registered nurses and increasing the intake of new nurses
into the sector. The clinical competencies are drawn from
the Nursing Council of New Zealand, whereas the cultural
competencies are informed by Te Ao Māori.
Māori Rangatahi and Addictions is a publication created by
Te Kīwai Rangahau, the research and evaluation division of
Te Rau Matatini. The publication highlights key evidence for
factors leading to substance use and abuse by rangatahi.
This evidence is useful for changing this situation identifying
that rangatahi need support achieved by involving them in
workforce initiatives and service delivery to meet their needs.
Acknowledgements to those involved in our journey
Thank you to all of the sector funders; reference groups;
working group members; provider networks; students and
training institutes; and all others who continue to ensure Te
Rau Matatini demonstrates our commitment as a Leader
with an integral role to play in Māori mental health workforce
development.
The Board of Trustees and the Board of Directors, provide
guidance around strategies and business development
We acknowledge after many years of service and dedication
to Te Rau Matatini the retirement of Papa Tunu Walker, our
kaumatua. He now joins the list of kaumātua who have come
through our doors and made this organisation what it is today.
Kei te mihi ki a Papa Tunu mō tō mahi whakaihi i ngā wā katoa.
Mei kore ake koe hei manaaki i a mātou.
Last but not least, thank you to my team for your remarkable
dedication, hardwork and commitment to ensure that Te Rau
Matatini takes our learning from our whakapapa with an eye
on the future to support whanau to Mauri ora – Flourishing
Whanāu.
Marama Parore
Pou Ahorangi – Chief Executive
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Our purpose
To provide a strategic focus for workforce development
solutions and advancement of indigenous wellness. This
strategic focus aims to improve the quality, utility and
relevance of workforce development and training programmes
and strengthen Māori health leadership development. In doing
so allows the strengthening of responsiveness to services for
Māori.
Our vision
To contribute as a leading organisation with a strategic focus
on becoming the centre of excellence for Māori workforce
training, education and capability-building solutions for the
advancement of indigenous wellness.
NGĀ MEA NUI O TE RAU MATATINI -TE RAU MATATINI PRIORITIES
Te Rau Matatini Annual Report 2014-158
Whakaahua 1 Ngā tamariki o Te Ara Whānui kei Waiwhetu marae mō te whakanui o He Ara Toiora
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The Trust Board was established in 2002 as an independent
not-for-profit legal entity (hosted by Massey University).
The Trust comprises of experts in Māori health, Māori
mental health, mental health, addiction, education and Māori
development perspectives. The Trust provides quality,
relevance and a strong reputation which supports the strategic
direction for Te Rau Matatini.
The Trust
• Te Puea Winiata – Chair (Ngai Tamarawaho, Ngāti Ranginui)
• Chris Webber – Deputy Chair (Ngāti Toa Rangatira, Te Ati
Awa, Ngāti Raukawa)
• Rocky Hudson (Ngāti Ruanui, Ngā Ruahine, Whakatōhea)
• Eugene Davis (Ngāti Haua)
• Ellen Norman (Muriwhenua, Ngāti Kuri, Ngāti Kahu)
• Monica Stockdale (Ngāti Kahungunu)
• Kim Whaanga-Kipa (Rongowhakaata, Ngāti Kahungunu, Te
Atianga-ā-Mahaki)
The functions
• Meet the objectives of the Board of Trustees
• Provide kaitiakitanga to Te Rau Matatini and the kaupapa
• Act diligently as the shareholder of Te Rau Matatini Ltd
• Contribute to the Strategic Direction and statement of Intent
• Promote the kaupapa of Te Rau Matatini
• Provide quality assurance to the work of Te Rau Matatini.
KO MĀTOU TUMUAKI - BOARD OF TRUSTEES
Te Rau Matatini Annual Report 2014-1510
Te Rau Matatini Ltd is an independent not-for-profit limited
liability company established in 2005 by the Trust Board.
The Directors
• Kura Denness – Chair (Te Ati Awa)
• Fiona Pimm – Deputy Chair (Ngāi Tahu)
• John Walters (Te Aupouri, Te Rarawa, Ngāpuhi)
• Ana Sokratov (Ngāpuhi, Te Rarawa, Te Aupouri)
• Barry Bublitz (Ngaitai ki Tamaki, Ngāti Kohua, Tangahoe
Taranaki ki Tonga)
• Donovan Clarke (Waikato, Ngāti Te Ata, Ngāti Hine)
• Eugene Berryman-Kamp (Te Arawa)
The Board of Directors acknowledges the contribution of ex-
officio member:
• Materoa Mar (Ngāpuhi, Ngāti Porou, Ngāti Whātua) until
October 2014
The responsibilities
• Company vision
• Leadership and stewardship
• Strategy and performance
• Legislative compliance
• Risk management
• Resource procurement
• Chief Executive’s appointment and performance
Board Policies
The Board of Directors and management utilise a number of
policies and a governance manual.
Board Meetings
Board meetings are scheduled quarterly, 12 months in
advance. The Chairperson and Chief Executive develop the
agenda for each Board meeting with papers distributed in
advance. The Board of Directors and Board of Trustees hold
quarterly joint meetings.
Board Committees
The Board of Directors maintains two sub-committees. The
Audit and Risk Sub-Committee comprises three members
and Chairperson (ex-officio member). The Nominations and
Corporate Governance Sub-Committee comprises four
members.
KO MĀTOU KAITIAKITANGA - BOARD OF DIRECTORS
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The Executive Team
• Professor Sir Mason Durie – Senior Advisor (Rangitāne, Ngāti
Kauwhata)
• Marama Parore – Chief Executive, Pou Ahorangi (Ngāti
Whātua, Ngāti Kahu, Ngāpuhi)
• Tunu Walker – Kaumatua (Tainui, Ngaiterangi)
• Lucy Bush – Kaumatua (Ngāpuhi)
• Leigh-James Henderson – Service Development Manager
(Ngāi Tuhoe, Ngāti Kahungunu)
• Dr Kahu McClintock – Research Manager (Waikato / Tainui,
Ngāti Mutunga, Ngāti Porou)
• Maria Baker – Workforce Innovation manager (Ngāpuhi)
• Lois Moran – Education and Training manager (Japanese)
• Cecilia Kim – Company Accountant (Korean)
• Sonya Rimene – Programmes and Relations manager (Ngāti
Kahungunu, Rangitāne, Te Arawa, Ngāi Tahu)
The Executive Team acknowledges the contribution of the
ex-officio members:
• Kamielle Tauaneai – Corporate Services Manager
(Muaupoko, Waka Ahitereiria) until 21 August 2015
• Maraea Johns– National operations Manager (Tūhoe) until 4
January 2015
There are currently five teams within Te Rau Matatini:
• Chief Executive Office
• Workforce Innovation
• Business Management Group
• Training and Education
• Research and Evaluation
The Delegation Framework
The Board of Directors have delegated the conduct of the
day to day affairs of Te Rau Matatini to the Pou Ahorangi. The
Pou Ahorangi is responsible for implementing the decisions
of the Board. The Pou Ahorangi has the sole authority for
employment and personnel matters as specified in the Board
Policies.
Te Rau Matatini employees 60 permanent staff to deliver their
core work programme, and specialist or experts for one-off
projects. Te Rau Matatini also houses Te Hau Māia – Private
Training Establishment and Te Rau Design – a specialist Māori
contemporary design agency.
Te Kīwai Rangahau is the Research and Evaluation arm of Te
Rau Matatini. Located in Kirikiriroa, Hamilton, housed within
Te Rūnanga o Kirikiriroa, Hamilton, and the office was officially
opened in October 2014.
KO MĀTOU RŌPŪ WHAKAHAERE -EXECUTIVE TEAM
Henry Rongomau Bennett Foundation CommitteeProfessor Sir Mason Durie, Dr Pam Bennett, Clive Banks, Te Rina Moke, Maaka Tibble, Te
Puea Winiata, Rozi Pattison, and Patricia Siaosi.
Te Hau Mārire Dr Vicky MacFarlane, Annette Harris, Eugene Davis, Louise Leonard, Maynard Gilgen, Moe
Milne, Phyllis Tangitū, Taipū Moana, Terry Huriwai, and Tania Wilson.
Henry Rongomau Bennett Advisory PanelDr Diana Rangihuna, Dr Mark Lawrence, Dr Matthew Shepherd, Charlizza Harris, Dean
Rangihuna, Hamiora de Thierry, Joanne Henare, Parewahaika Harris, Paula-Mauri Mokomoko,
Pikihuia Pomare, Riripeti Haretuku, and Andre McLachlan.
He Ara ToioraDr Mason Ngāwhika, Leonie Matoe, Darrio Penetio-Hemara, Callie Corrigan, Roy Hoerara, Tim
Corbett, and Te Rae Ngaheke.
NGĀ RŌPŪ KAITIAKI - ADVISORY GROUPS
Te Rau Matatini acknowledges the members of our Committee and Reference Groups who have provided valuable support and
advice which guide our programmes.
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Topatopahia te Rere o te WakaTerry Huriwai, Donna Blair, Claire Aitken, Maureec Ngawaka-Nathan, and Eroni Clark.
Te Rau Matatini Annual Report 2014-15
Waka Hourua - Strategic Research AgendaDr Linda Nikora, Dr Te Pora Emery, and Dr Mele Taumoepeau.
Huarahi WhakatūTish Siaosi, Devi Ann Hall, Hineroa Hakiaha, May Hart, Ruelle Khan, Candy Cassidy, and
Ronald Baker.
Whānau OraTerry Huriwai, Moe Milne, Manase Lua, Tania Wilson, Novi Marikena, Denise
Kingi-Uluave, Tuta Niho Niho Haereroa, Aroha Noema, Joanne Henare,
Dallas Hibbs, Sharon Henare, and Patricia Siaosi.
Waka Hourua – Māori RōpūDr Candy Cookson-Cox, Rose McClutchie, Kelly Te Rinii, Phoenix Rūka, Eru Kapa-Kingi,
Rebecca Hooker, Joanne Aoke, Michael Nāera, Emma Kūtīa, Danielle Oaks, Peta Rūha,
Witī Ashby, and Byron Perkins.
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KO MĀTOU RŌPŪ TUAKANA / TEINA - OUR STRATEGIC PARTNERSHIPS AND RELATIONSHIPS
Te Rau Matatini has established working relationships with various Government, Non-Government, Tertiary Education centres; Health
Workforce centres; National Māori providers and other Mental Health sector organisations. Expanding Te Rau Matatini networks
throughout the country allows further influence on all matters Māori. As policies, best practice and innovative programmes are being
established it enhances the input from Māori for Māori.
Te Rau Matatini appreciates and gives thanks to all strategic partnerships throughout the country that have been established over
the years. The organisation continues to flourish and moves closer to becoming the lead organisation for Māori Health Workforce
Development. Identifies the range of stakeholders Te Rau Matatini engage with throughout Aotearoa.
Māori Mental Health – Hauora Hinengaro Māori
Māori are disproportionally represented in Mental Health
statistics. Due to the disproportionate use of services by Māori
it is important to ensure health care and services are delivered
appropriately within communities, and are effective. Te Rau
Matatini is focused on strengthening Māori health leadership
because it is essential in supporting health services and
continuity of quality improvement of health care. Fostering
Māori leadership is also important for ensuring the delivery
of health care is culturally responsive for Māori within our
communities. Therefore effective Māori health leadership and
culturally responsive services are mechanisms to reduce the
numbers of Māori tāngata whaiora.
Te Rau Matatini is focused on increasing the number of Māori
entering into the Mental Health and Addiction workforce;
working alongside the Ministry of Health, Health Workforce
New Zealand, District Health Boards and Non-Government
organisations around the country. This ensures tailored
programmes are available for the next wave of leaders in
mental health. Te Rau Matatini has supported the Whānau Ora
Framework, Te Hau Mārire and the Henry Rongomau Bennett
Foundation and its scholarship programme to empower
individuals, whānau, hapū and iwi to strengthen Māori health
leadership.
Whānau Ora Framework
The Whānau Ora Framework is an interagency approach to
provide health and social services to build the capacity of all
whānau in need. It empowers whānau as a whole rather than
focusing separately on individual members and their difficulties.
Enhancing the presence of Māori health leadership in
influential areas through the Whānau Ora Framework, ensures
the future development of effective services, underpinned by
whakaaro Māori (Māori ideologies).
The Whānau Ora Approach document specific to Māori Mental
Health and Addiction, contributes to the further development
and implementation of Whānau Ora initiatives. This Framework
was informed by the Whānau Ora Workforce:
A Literature Review coupled with advice provided through a
collaborative approach; led by Te Rau Matatini and supported
by Matua Raki, The Werry Centre, Te Pou o Te Whakaaro Nui
and Le Va.
The document A Mental Health and Addiction Workforce
Framework: A Whānau Ora Approach was launched at the
National District Health Board Family / Whānau Advisors
Annual National Hui 5 November, at Wellington Hospital. Since
the launch, the Family / Whānau Advisors particularly from the
Te Rau Matatini Annual Report 2014-1514
OUR WORKFORCE PROGRAMME FOR 2014-2015Whakaahua 2 Professor Sir Mason Durie providing insight into Māori Health
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Northern Region District Health Boards, have been supported
by Te Rau Matatini to implement Whānau Ora as contributing
to best practice when working with Māori.
Understanding best outcomes and implementing best practice
for whānau involves knowing how whānau, hapū and iwi
operate. The Whānau Ora Framework reflects this through
the use of whakaaro Māori and expert advice, allowing the
development of effective services to establish influential
change.
Te Hau Mārire
Te Hau Mārire: Addiction Workforce Strategic Framework for
people working with Māori experiencing addiction-related
harm (2015-2025), brings together the knowledge and
experiences of Māori in the addiction treatment sector. This
guides the development of a competent workforce that will
contribute to the minimisation of addiction-related harm and
achievement of Whānau Ora.
Te Hau Mārire aims to be a comprehensive strategy which
will enable the Addiction Workforce to flourish and grow in
capacity and capability, while still maintaining diligence around
remaining responsive to the needs of Māori with addictions.
Te Hau Mārire recognises that Māori are the highest users of
addiction services in Aotearoa, and as a result, the strategic
framework advocates to ensure this population is provided
with adequate services to assist in the reduction of addiction-
related harm.
On behalf of the Ministry of Health, the development of Te Hau
Mārire is in collaboration with other influential members of the
addiction treatment sector; Matua Raki, The National Addiction
Workforce Programme, The Werry Centre for Child and
Adolescent Mental Health, and Te Pou o te Whakaaro Nui. Te
Rau Matatini would like to thank the respective organisations
who released staff to attend meetings and teleconferences
as part of the reference group. As past service users, family
members, practitioners, and leaders in the addiction sector, the
reference group brought a vast range of knowledge, skills and
experience.
Henry Rongomau Bennett Foundation
Leadership among Māori is an achievement which is always
significantly celebrated as role models for Māori are important.
The leadership experienced by Henry Rongomau Bennett
is no exception. In early 2011, the Henry Rongomau Bennett
Foundation was launched. The Foundation manages a range
of programmes, including the scholarships, to meet the goals
of developing leadership pathways for existing and emerging
leaders, and facilitating Māori leadership networks in health.
Utilising the HRB Foundation as a tool to foster and nurture
new and current Māori leaders, guarantees the development
of effective services in the future which appreciate how Māori
understand, think and work. Working closely with the HRB
Foundation to provide access to scholarships expresses the
dedication to best outcomes and Whānau Ora for Māori.
Henry Rongomau Bennett Scholarship
Identifying that leadership among Māori is a mechanism
to enhancing the lifestyle of all whānau, in 2001 the Henry
Rongomau Bennett (HRB) Scholarship Programme (named
in honour of the first Māori psychiatrist) was established to
encourage young Māori psychiatrists to continue their studies.
In recognition of the concepts of mental health beyond
psychiatry, the scope of the scholarship programme was
extended. This included other mental health disciplines, such
as psychology, nursing, addiction and public health. As the
importance of Māori leadership in health was increasingly
recognised, the Committee overseeing the HRB Scholarship
Programme moved to align the scholarships to support the
development of Māori leadership in the health sector.
The Henry Rongomau Bennett Scholarship Programme has
been a successful mechanism to increase the level of Māori
participation across the Health sector. Recognising that this
approach works for Māori, expresses the fundamental value
of scholarships to develop new Māori leaders. The purpose of
the scholarship is to develop and build Māori Leadership and
excellence in health with competence in clinical aspects and
Te Ao Māori.
In 2015, 15 candidates were selected, consisting of seven
undergraduate and eight postgraduate recipients. As at 30
June 2015 all recipients have accepted the scholarship and 14
first payments have been successfully completed.
A list of study fields being pursued in 2015 are:
• Bachelor of Medicine and Surgery
• Postgraduate Certificate in Health Science
• Masters of Science
• Masters of Health care
• Postgraduate Dip in Psychology (Clinical)
• Bachelor of Nursing
• Doctorate Clinical Psychology
• Doctoral of Philosophy
• Postgraduate Dip in Clinical Pharmacy.
The outcomes for the Henry Rongomau Bennett Māori
Leadership in Health Scholarship Programme towards 2030
are to:
• Continue to improve academic outcomes for recipients
• Increase numbers of existing and emerging leaders
enrolling and completing undergraduate and postgraduate
studies (certificate, diploma or degree level) in selected
discipline relevant to Māori and health
• Increase the support and promotion of Psychiatry as a
specialty to medical students
• Increase the number of Māori Psychiatric registrars and
Māori Psychiatrists by at least ten.
Maintaining contact with scholarship recipients allows Te Rau
Matatini to observe future leaders with great potential to initiate
change in the sector.
Te Rau Matatini Annual Report 2014-1516
Whakaahua 3 Māori Nursing
www.matatini.co.nz n 0800 matatini n 17
Derryn was born and raised in Auckland and is the eldest of
five children, one of which is her twin sister, Chloe. During
2003 – 2007 her family moved to Northland and live in Ahipara
in the Far north which is Derryn’s turangawaewae. It is also
where her father and paternal grandfather originated from.
Whilst in Ahipara Derryn was able to meet the people and see
the places that influenced her father and grandfather’s life.
Derryn’s mother identifies as Pākehā, however her maternal
grandfather is of Ngāi Tahu descent.
Derryn attended Ahipara Primary school for three years
and Kaitaia College for one year. The time spent at Ahipara
School was one of the best experiences of her life, and she
is proud to say she was a member of the Ahipara Community
Problem Solving (CmPS) team. After leaving Ahipara to return
to Auckland where Derryn attended Botany Downs Secondary
College. She was fortunate to be selected for the Otago on
Campus Experience, which was a life-changing event.
This trip inspired her to travel to Otago University to partake in
the First Year Health Sciences course with the hope of getting
into medical school. After being unsuccessful first time around;
Derryn decided to finish her degree in Physiology, whereby
she graduated with the Bachelor of Science at the end of 2013.
Derryn gained entry into medical school at Auckland as a
postgraduate student and now she is currently in her third
year for medicine. She is also a proud recipient of the Henry
Rongomau Bennett scholarship, which she received earlier
this year. Derryn is thoroughly enjoying her career so far
and wishes to return to work in the Far North as a medical
professional in the future.
Ko Te Rarawa, Ko Ngāti Kahu ngā iwi
Ko Te Ōhaki, Ko Paatu ngā Marae
Ko Whangatauatia te maunga
Ko Wairoa te awa
Ko Karirikura te moana
Ko Derryn taku ingoa
Mihi
HENRY RONGOMAU BENNETT SCHOLARSHIP RECIPIENT 2015
Whakaahua 4 Henry Rongomau Bennett scholarship 2015 recipient, Derryn Manga
Tohu Hiranga – Excellence and Innovation Awards
The Excellence and Innovation Awards aim to acknowledge
and recognise excellence in Māori health, Mental Health and
Addiction area (individuals, groups and organisations) and
encourage the development of innovative approaches to
achieving best outcomes for tāngata whaiora and whānau.
The specific objective is to recognise and endorse professional
achievements, and high levels of Māori excellence by
awarding the Harry Pitman (Māori Addiction Services) and
Bob Henare (Māori Mental Health) Excellence and Innovation
Awards, and the Tā Tātou Mahere Korowai Awards.
Harry Pitman Awards
The Harry Pitman Award recognises existing and emerging
leadership in the Alcohol and other Drugssector and the
work aimed at minimising addiction-related harm to Māori.
Transformation, innovation and best practice in the AOD sector
requires strong Māori leadership.
Bob Henare Awards
The Bob Henare Award was created to acknowledge and
support the professional achievements and high level of
excellence of rangatahi Māori (under 25 years) working in Māori
mental health.
The Award also recognises and encourages the development
of innovative approaches to achieving best outcomes for Māori
in the mental health sector.
Tā Tātou Mahere Korowai Awards
The Tā Tātou Mahere Korowai Guidelines provide a model for
Mental Health, Addiction and Whānau Ora Services to develop
services which reflect the perspectives and aspirations of
rangatahi and, by doing so, meeting the needs of rangatahi.
Te Rau Matatini Annual Report 2014-1518
Whakaahua 5 Healing Our Spirit Worldwide Rangatahi
www.matatini.co.nz n 0800 matatini n 19
Healing Our Spirit Worldwide – The Seventh Gathering
In association with the International Indigenous Council,
Waikato Tainui, Te Wānanga o Aotearoa and Waikato
University, Te Rau Matatini are leading the 2015 Healing
Our Spirit Worldwide - The Seventh Gathering from 15 – 19
November.
400 Abstracts
300 Delegate presentations
230 International presenters
21 New Zealand key notes
13 Themes
The purpose of The Gathering is for Indigenous peoples across
the world to come together to share their strength, hope,
and wisdom as they face community health, governance,
and substance abuse issues. It provides a forum to discuss
solutions and to connect and learn from other peoples to heal
the spirit, heal the earth, and sustain cultural practices for the
next generation.
The Gathering will be connecting over 1,500 delegates and
their communities from 17 countries. Delegates are coming
from Canada, United States of America, Hawaii, China,
Kenya, Mila, Australia and Aotearoa. The event received over
400 abstracts, and will provide presentation from over 300
delegates.
The overarching theme for The Gathering is Mauri Ora –
meaning life force, a positive state of being, a continuous
energy flow, life, good health and vitality. Mauri Ora is about the
health and well-being of indigenous communities flourishing in
positive directions.
Within the theme of Mauri Ora, there are key aspects which
celebrate indigenous innovations. The aspects focus on
leadership, solutions, potential and the future of programmes
for indigenous populations, worldwide. These four aspects
within the Mauri Ora theme for The Gathering, are strengths-
based and forward focused in their approach. Healing Our
Spirit Worldwide - The Seventh Gathering is about building the
capacity of indigenous leaders, highlighting and celebrating
indigenous solutions, and realising indigenous potential for
healthy flourishing futures.
The Gathering will also host an international creative arts
village and a cultural performance stage.
Whakaahua 6 Healing Our Spirit Worldwide (HOSW) International Indigenous Council (IIC) members.
There is a disparity in health outcomes for Māori. Māori tāngata
whaiora using mental health services are no different. Mental
Health is one of the high priority areas for whānau and families
around Aotearoa because the mental health of one member
in the community can impact their wider whānau. Appropriate
care and understanding of resources and services available
for tāngata whaiora have been identified as mechanisms to
improve health outcomes, and reduce health inequalities of
Māori tāngata whaiora.
Discussions were initiated with tāngata whaiora and whānau to
develop important relationships to work in collaboration with
the five Mental Health Workforce Development centres. This
led to identifying priority areas in mental health which needed
to be addressed within communities.
A range of development and delivery resources and
programmes for the community have been identified and
supported. These include: Part A Workforce programme, Kia
Pūmau te Oranga Wānanga, Hui-ā-Rohe, Tāngata Whaiora and
Best Practice Framework.
The overall aim of each programme is to provide tāngata
whaiora with adequate support to achieve Whānau Ora and
Pae Ora.
• Assessing Effectiveness
• Co-existing Problems
• Drivers of Crime
• E-learning
• Evaluation of Sensory Modulation
• Knowledge Exchange, Transfer, Information
• Use, Information Leadership
• Leadership Development
• Māori Youth Mental Health
• Regional Workforce Collaboration
• Seclusion and Restraint
• Talking Therapies Evaluation
• Workforce Development and Service Improvement
• Workforce Stock-take
• Working to top of scope
• Working with Māori.
Each of these components reveals an area where
improvement is required to allow the development of whānau,
hapū and iwi. Through improvement in these areas, Māori are
provided the opportunity to develop leaders and flourish within
their communities, as well as the Mental Health and Addiction
workforce.
HAUORA HINENGARO - MĀORI MENTAL HEALTH
Te Rau Matatini Annual Report 2014-1520
Whakaahua 7 Māori Mental Health nurses attending a workshop to discuss future innovations
www.matatini.co.nz n 0800 matatini n 21
Kia Pūmau te Oranga wānanga
In April, Ngāti Hine, Moe Milne, Tukaha Milne and Koha
Aperahama delivered the Kia Pūmau te Oranga wānanga.
This was held at Otiria Marae, Moerewa Northland. The
wānanga was designed for both Māori and non-Māori health
professionals, and students to discuss the protection of lifelong
well-being for our whānau and those experiencing mental
illness and addiction. Developing Māori and non-Māori health
professionals to use and understand tikanga when working
with Māori, ensures that service delivery is tailored for each
whānau or tangata whaiora according to their requirements.
The kōrero (discussion) during the three day wānanga included
important topics such as:
• Pregnant māmā, pēpi and whānau
• The importance of physical activity to ones well-being
utilising Te Ao Māori
• Mahi-ā-Atua
• Tāngata Whenua based models of practice with examples
of whānau transformation
• The use of Te reo me ōna tikanga, marae and whenua
• Being in and between two worlds as a Māori Psychiatrist
• Traumatic brain injury and the impact upon wairua of
whānau
• Solution focused strategies for and with Māori workforce
development strategies
• Aspirations of Māori medical students, and leadership.
The wānanga proved to be insightful as it provided a safe
place for people to inspire and share challenging experiences
when working with Māori in the Mental Health and Addiction
sector. The richness of the kōrero captured provides valuable
insight into how those working with Māori in the Mental Health
and Addiction sector can ensure programmes and approaches
encapsulate the wairua (essence) of tāngata whaiora and
whānau. This in turn results in developing programmes
dedicated to the enhancement of whānau, ensuring that best
outcomes are identified and positively influence the future of
the Māori health system.
Hui-ā-Rohe
In understanding the workforce development requirements, as
recognised by those working the front-line, Te Rau Matatini is
able to advocate for and influence change in the Māori Mental
Health sector. To determine what this valuable information is, a
series of seven Māori Mental Health and Addiction forum were
facilitated in Te Tai Tokerau, Tāmaki-Makau-Rau, Midlands,
Manawatu, Te Whanganui-ā-Tara, Te Tau Ihu and Ōtautahi.
Each hui provided great insight from the perspective of sector
kaimahi, where they expressed their own experiences on how
to facilitate change in workforce development, innovative ideas
and concepts, as well as addressing any issues which came to
light.
These hui were successful and the facilitators were able
to gather vast amounts of important data. After all hui were
completed the information was collated, analysed and placed
into a feedback report document outlining requirements for
the Māori Mental Health sector.
Key priorities identified by kaimahi for sector development
included:
• Enhance Māori Cultural aspects of the Workforce
• Affirmative Māori Recruitment Strategies
• ‘Grow your own’ Māori Strategy
• Improve Education Pipeline for Māori
• Tailor Workforce Development programmes for Workforce
• Build Māori Leaders
• Build Māori Mental Health and Addiction nursing Workforce
• Build Unregistered Māori Mental Health and Addiction
Workforce
• Improving Māori Retention.
Developing the key areas identified by sector kaimahi will
provide incentive for Māori who are contemplating on working
in the Māori Mental Health sector. As those who contemplate
entering the workforce are persuaded by new changes to the
system, workforce numbers are increased with newly qualified
kaimahi. This also reflects the retention rate of kaimahi, and
reinforcing a strong succession strategy for the sector.
foster therapeutic relationships with Māori, to reduce the use
of seclusion techniques. This partnership is recognised as
a means to influence change for whānau and communities.
Continuing to work alongside Te Pou o te Whakaaro Nui
as well as Te Ao Māramatanga will strengthen further the
understanding of the seclusion and restraint work.
Developing strong and trusting relationships in the sector to
gain insight and understanding through kaimahi and other
organisations is important for sharing and analysing data
findings. This was expressed when Ngā Hau e Whā:
National Consumer Group invited Te Rau Matatini to
discuss findings from He Kai i te Rangatira, He Korero a
report completed by Maria Baker (Te Rau Matatini). Baker’s
report was constructed following a consumer led hui to
find solutions to breaking down restrictive practice of Māori
(i.e. high use of Mental Health Act; seclusion and restraint).
Specific recommendations from the report included the
need for a national Māori consumer voice; follow-up hui with
other consumer, and better sharing of available resources
developed by and for consumers.
Making a Stand for Change was the follow-up hui held at Tainui
College, (Hopuhopu, Ngaruawahia) September 30. Participants
attended from areas as far as Northland to Dunedin, with 80%
of the participants having tāngata whaiora experience. Others
who attended were whānau of loved ones with serious mental
illness. This follow up hui was designed to further encapsulate
information from those with tāngata whaiora experience, and
use it to create new, less restrictive mental health models of
care.
Te Rau Matatini Annual Report 2014-1522
Tangata Whaiora
A literature review has been completed on tāngata whaiora
and ‘chemical restraint’ techniques used on Māori during
admittance into acute units. This review has highlighted what
‘chemical restraint’ means in Aotearoa, and presents the limited
attention given to the way medications such as Clozapine are
used in the treatment of mental illnesses, and subsequent
behaviours. Understanding that the negative side effects of
Clozapine result in 30 years being reduced from a patient’s
life (taking into account that Māori already have a lower life
expectancy rate than that of non-Māori) working with sector
partners to understand alternative approaches for Māori is a
high priority.
Māori are the highest users of Mental Health services
in Aotearoa, strategies to reduce the instance of health
professionals opting for ‘chemical restraint’ as a primary
restraint technique, as well as improving mental health
professional competency with medication prescribing,
management and monitoring; have been discussed with
the Māori Pharmacists Association. Working with the Māori
Pharmacists Association, a proposal to co-investigate the
impact of second generation antipsychotics on the well-being
of Māori has been developed. It is important to note the stories
among the Mental Health sector of increased mortality rates of
tāngata whaiora since the introduction of medications, such as
Clozapine.
A small study completed among Māori Mental Health Nurses
employed in acute inpatient mental health units, in partnership
with the Māori Caucus of Te Ao Māramatanga, is proving
insightful. The study highlights strategies of Māori staff in acute
mental health units applying traditional Māori approaches to
Whakaahua 8 Hui a Rohe, Kirikiriroa
www.matatini.co.nz n 0800 matatini n 23
Best Practice Framework
Te Hau Mārire created a document with the intention to
provide information surrounding Best Practice for mental
health services for Māori. It was revealed that an assertive
indigenous response to increasing Māori Mental Health will
involve the recognition of success within Māori Mental Health
services, and of Māori health professionals. The development
of a Best Practice Framework to underpin the design of future
programmes and services for Māori, interrelates with the
continual strive for excellence and the enhancement of the
Māori mental health workforce.
Evidence suggests that effective Māori mental health services
operate in accordance to specific elements of Te Ao Māori (the
Māori worldview). These elements are based around the desire
to enhance well-being for whānau, hapū and iwi. As priorities
differ from whānau to whānau around Aotearoa, a locally led
Māori mental health solution has been recognised as the most
effective approach. Tailoring to the corresponding community
and their requirement for support and resources encourages
an increase in service / programme buy-in and utilisation.
Establishing and strengthening connections between whānau,
hapū and iwi is also recognised as being important when
developing programmes for communities. This is because
whakawhanaungatanga is integral to Māori cultural values,
practices and models. During the programme construction,
identifying the answers to a list of key factors will help to
determine how effective the programme will be.
• Does the programme make a difference for Māori?
• Does it assist tāngata whaiora in feeling comfortable with
the service provided?
• Is there an improved sense of support and understanding
for the affected whānau?
• Are relationships strengthened between the Māori health
professional and the tangata whaiora, whānau and/or
employers?
Whakaahua 9 Making a Stand for Change attendees
Te Rau Matatini Annual Report 2014-1524
There is a strong focus on supporting qualified Māori health
practitioners that have a dual competency within the health
sector. Māori nursing is a prime example of why it is important
to ensure Māori are trained in providing care within rural Māori
communities.
Nurses work in fast paced environments where no day is ever
the same. Success in this career requires enthusiasm to learn,
the ability to communicate well and recognise the values of
others, as well as prioritise multiple demands. The role of Māori
nurses is more than providing care as they also play a crucial
role in shaping the way health and social services respond
to people with mental health or addiction issues (Ministry of
Health, 2012), as well as providing support for Māori whānau to
achieve Whānau Ora (Te Puni Kōkiri, 2013).
The unique set of skills and experience Māori nurses bring to
their role provides them with a different approach to working
with clients. Māori nurses tend to focus on the person and their
whānau (Barton & Wilson, 2008), which fosters the connection
of their nursing care with Māori cultural values and principles.
Increasing the number of Māori health professionals has been
recognised as an important factor which improves Māori
patient access to health services and their experiences of
holistic care (Ratima et al., 2007).
To ensure Whānau Ora is achieved for Māori whānau, hapū
and iwi throughout Aotearoa, more effort is required to improve
the workforce of Māori mental health nurses. However, over
the last decade Māori registered nurses have struggled to
exceed 7% of the overall registered nurses workforce. Te Rau
Matatini recognises the importance of Māori nurses, their role
in the community and their service delivery, and has a strong
focus the on recruitment and retention of Māori nurses.
NGĀ NEEHI MĀORI - MĀORI NURSING Whakaahua 10 Hemaima Hughes, President of Te Kaunihera
www.matatini.co.nz n 0800 matatini n 25
‘Growing our Workforce’ strategy
Partnering with the Māori Caucus of Te Ao Māramatanga to
facilitate a series of regional hui, and developing the Māori
Mental Health Nursing: Growing Our Workforce, proved to
be an innovative approach to establishing a Best Practice
guideline. Te Ao Māramatanga are recognised as one of
the largest Māori registered health professional groups in
Aotearoa. Although the partnership produced a great guideline
for Māori nurses, challenges remain around increasing
recruitment and retention of the Māori nursing workforce to
effectively meet the health needs of Māori.
To address the issue of recruitment and retention, a range
of initiatives for enhancing Māori nursing development over
the years have been facilitated. One initiative is through the
message ‘Every whānau should have a Māori nurse’. The aim
for this is to increase access for all whānau to Māori nurses
and assist whānau, hapū and iwi to increase the workforce
numbers, capacity and capability of Māori nurses who work
across the health and disability sector.
Utilising Te Pae Māhutonga (Durie, 2009) as the guiding
framework for Māori Health Promotion, six core elements
necessary for growing and supporting the ongoing
development of the Māori mental health nursing workforce are
identified. These core elements are:
• Mauriora: Specialised and uniquely distinctive Māori mental
health nursing practice
• Toiora: Supporting Māori mental health nursing excellence
• Waiora: Protective and nurturing practice environments
• Te Oranga: High quality, relevant Māori mental health
nursing training pathways
• Ngā Manukura: Strategic, connected, and sustainable
leadership
• Te Mana Whakahaere: Self determined pathways.
Alongside Te Pae Māhutonga, Māori Mental Health Nursing:
Growing Our Workforce enhances the understanding of, and
the confidence in the unique contributions made by the Māori
mental health nursing workforce.
Māori Mental Health Nursing: Growing Our Workforce was
blessed by kaumātua and launched at Te Whare Mārie,
Kaupapa Māori Mental Health services (Capital & Coast District
Health Board) in August 2015. Since then, 500 copies have
been distributed to key stakeholders such as the Chief Nurses
Office, Ministry of Health, Executive Directors of Nursing
(District Health Boards), Directors of Mental Health Nursing,
Māori Nurse Leaders, Māori Mental Health nurses, Māori
nursing students and others.
As achieving a higher recruitment and retention rate for
Māori Mental Health nursing in order to help whānau achieve
Whānau Ora is the priority for Māori nursing.Utilising the
feedback received from the sector provides enough detailed
information to enhance the current system, capacity and
capability of the Māori Mental Health nursing workforce.
Huarahi Whakatū Professional Development and
Recognition Programme (PDRP)
Huarahi Whakatū PDRP is the only Māori professional
development programme in Aotearoa.
The programme is coordinated by a Māori registered nurse,
guided by a cultural and clinical governance board with access
to mentors and Māori Assessors. Since its establishment it
has maintained its relevancy as a professional development
recognition programme, based on dual competency for
Māori Registered Nurses in Aotearoa. In October 2014, the
programme received its second accreditation by the Nursing
Council of New Zealand, which validates it for another five year
period.
The Huarahi Whakatū framework is specifically tailored for
Māori Registered Nurses to enhance their cultural and clinical
competencies. This framework contains the six domains of
Māori cultural competencies, as well as the expected domains
of practice as outlined by the Nursing Council of New Zealand.
Within this framework nurses are able to apply for four levels
of practice:
• Puna Whakato (Competent)
• Puna Whakatau (Proficient)
• Puna Rahi (Expert)
• Puna Rangatira (Leadership).
The programme is applicable to the majority of domains
where Māori registered nurses may be employed. Examples
include: primary care; youth heath; public health; Mental Health
and Addiction; Hauora Māori; school nursing and Māori nurse
lecturers (within undergraduate and postgraduate nursing
education). The majority of nurses who participate and show
the most interest in the programme are already within the
Mental Health and Addiction sector. 22 Māori nurses have
successfully completed the programme this year, with 18 of
those being within the Mental Health and Addiction sector and
four in other sectors.
Haidee Renata (pictured second from left) is the first Māori
Mental Health nurse at the Waitematā District Health Board
Mental Health services, and acute inpatient Mental Health
services to complete the programme. Haidee has achieved Te
Puna Whakatau.
Having the programme also accepted within District Health
Boards is important as they contribute to the majority of
employed registered nurses. They are also key allies to ensure
Māori Registered Nurses receive professional development
hours in order to complete their portfolio, as well as receive
contractual remuneration payments when nurses achieve:
Puna Whakatau, Puna Rahi and Puna Rangatira in Pūkenga
Haumanu (clinical).
Currently the Huarahi Whakatū programme is accepted in
the following District Health Boards: Northland, Waitemata,
Counties Manukau, Lakes, Tai Rāwhiti, Whanganui, Wairarapa,
Capital & Coast, Hutt Valley, Nelson-Marlborough, and
Southland.
Medibank Telenursing
Te Rau Matatini takes this opportunity to appreciate the
contribution Medibank made to providing Telenursing
Scholarships for Māori nurses. Telenursing is the use of
telecommunications and information technology for the
delivery of nursing services. Medibank’s assistance ensures
Māori nurses are afforded adequate opportunities to excel
within Māori nursing through new technology.
Telenursing has been identified as an effective way to ensure
Māori have access to Māori nurses 24/7. Enhancing the clinical
competencies of Māori nurses, while they utilise their cultural
competency, allows Māori access to services they understand.
This is a crucial point of difference as most rural areas have
little access to effective nursing for Māori populations. Ngā
mihi mahana ki a mātou tuakana, ko Medibank. Mei kore ake
koutou hei tautoko me awhina i a mātou.
Using technology to enhance access for tāngata whaiora
and whānau to achieve Whānau Ora, also influences the
recruitment number of Māori nurses and the services being
delivered to Māori. As technology becomes increasingly
utilised throughout the 21st Century, more Māori in rural areas
will become increasingly reliant on it for medical care. By
ensuring that nurses, both culturally and clinically competent,
are given opportunities to excel, the health of Māori in rural
areas will enhance and reflect the services provided.
Te Rau Matatini Annual Report 2014-1526
www.matatini.co.nz n 0800 matatini n 27
Gina Chaffey-Aupouri
Gina has worked as a Registered Nurse for 20 years in her
community. Currently employed at Te Whare Hauora o Ngāti
Porou as a rural health nurse, Gina’s role is focused on bringing
nursing services to patients. Gina believes telenursing will add
value to rural based nursing, particularly enabling access to
information and expertise in difficult situations. Māori health
is a holistic field of practice which requires a set of skills and
knowledge to empower each whānau to make clear decisions
about their health. Telehealth will provide a mechanism to help
break down the barriers associated with distances between
the patient, whānau, and health services, and the resources
needed to ensure attention to key health issues.
Logan Murray
Logan is currently studying at Otago University completing
his postgraduate Certificate in Health Science (Mental Health)
after the successful completion of his Bachelor’s Degree in
Health Science (Nursing). Logan comes from an extended
whānau with strong Māori values and active involvement in the
community.
Since graduating in 2006 as a registered nurse, Logan has
worked in most areas of nursing where he has gained a lot
of people and professional experience. Logan’s portfolio of
experience includes working in Māori Mental Health, acute
inpatient and community mental health, medical and surgical
nursing and most recently in immigration detention in Australia.
Logan became interested in Telenursing after his exposure
during work on the remote Christmas Island in Australia.
Through this experience, he realised that telenursing and
telemedicine was a successful practise when in remote areas.
MEDIBANK TELENURSING SCHOLARSHIP 2015 RECIPIENTS
Whakaahua 11 Left: Gina Chaffey-Aupouri
Te Rau Matatini has established a strategy to incorporate
rangatahi throughout the work of Te Rau Matatini. Māori
rangatahi are over represented in correctional statistics and
have been identified as less likely to transition into higher
education which results in poorer life outcomes than those
who continue on to higher education. Therefore, developing
programmes and initiatives which support the recruitment and
retention of rangatahi within the health workforce is important.
As rangatahi are also tāngata whaiora, incorporating rangatahi
advisors and opinion leaders to assist in the development
of innovative approaches helps to provide effective health
resources and programmes to other rangatahi. This is evident
in the range of consultation hui and health career pathway
resources.
The increased focus on recruitment, retention and innovative
approaches to incorporate rangatahi perspectives is essential
to supporting and strengthening the future Māori health
workforce of Aotearoa.
Fostering a Rangatahi voice
In October 2015, a strategy was established to identify and
enable a rangatahi perspective throughout the work of Te
Rau Matatini. Initial planning sessions involving the team
looked at how to foster this rangatahi voice. This work has a
focus in 2015-2016 on Suicide Prevention and Cyberbullying.
Approaches of interest to the team will include good co-
design principles, leadership and safety.
Other existing knowledge and expertise on staff includes Dr
Kahu McClintock who has developed a model for Children
Adolescents Mental Health Service (CAMHS) delivery, and
culturally appropriate clinical assessments. Dr McClintock has
also recently published a joint literature review on Rangatahi
Māori and Addictions. This review identifies that Māori youth
are over represented in both binge drinking and other problem
drug use data. Broader factors relating to the ongoing impacts
of colonisation continue to create these negative statistics.
Te Rau Matatini Annual Report 2014-1528
RANGATAHI - YOUTH Whakaahua 12 Toitū Hauora Māori Rangatahi attendees.
www.matatini.co.nz n 0800 matatini n 29
A rangatahi focused project running during 2015, Ka Hao
te Rangatahi, included a scope of action indicated by key
advisors knowledgeable in youth and rangatahi issues and
service provision. This initiated a literature review which
identified a lack of recent information about rangatahi Māori,
with little presentation of data from quantitative based surveys
and systems reporting that identifies Māori youth separately
from all youth in Aotearoa. A concurrent research process
identified the critically high rate of young Māori (aged 18-25
years) incarcerated by the Justice system each year, revealing
that 50% of prison inmates are Māori.
National consultation on rangatahi workforce
development
The need to focus on rangatahi, their engagement in health
training, education and qualifications were emphasised in
the consultation hui with Māori Mental Health and Addiction
Services and workforce. Consultations took place during
February 2015 in Whangarei, Auckland, Hamilton, Palmerston
North, Wellington, Nelson, and Christchurch. The comments
from the hui specific to rangatahi Māori highlighted the
nationwide issue of the lack of Māori staff (nurses and doctors),
and too few young Māori entering health career pathways.
Recommendations to address this included:
• Creating clearly defined career pathways and support for
school leavers moving into the Health Sector,
• Creating a comprehensive educational pipeline tailored
specifically for rangatahi. The education pipeline will provide
an array of career pathways in Te Ao Māori, Clinical and
Community-based mahi (work). This approach will offer
a clear understanding of how to achieve certain career
pathways,
• Tailoring Māori workforce programmes to ensure there
is an increase in the amount of relevant courses/practice
development for Māori in the workforce,
• Increasing cultural competency of the workforce,
• Increasing funding opportunities to enable relevant study
and training schemes, which will highlight and improve the
academic pathways of Māori education, as well as tackle the
attrition rate of Māori from academic learning,
• Growing the capacity and capability of the Māori Mental
Health and Addiction Workforce through wānanga/e
learning to reiterate the importance of Dual Competency. An
increase in rangatahi and kaimahi support to join the
workforce can be achieved through providing more
educational pathways,
• Increasing the number of Māori in strategic positions dealing
with policies, strategies and recruitment, through
highlighting the educational pathway for kaimahi and other
Māori;
• Envisioning the Māori workforce will be youthful, resilient
and full of excellent role models for rangatahi (youth), who
can follow the clearly defined career pathways to
governance roles, and
• Developing a comprehensive educational pipeline tailored
specifically for rangatahi. The education pipeline will provide
an array of career pathways in Te Ao Māori, Clinical and
Community based mahi (work). This approach will offer
a clear understanding of how to achieve certain career
pathways.
Māori Health Career Pathways – Developed for
Rangatahi, by Rangatahi
A series of print and online resources have been designed
to support rangatahi to pursue a career in Mental Health. The
new resources have been designed to reduce the lack of clear
information regarding pathways for rangatahi seeking to enter
into a Mental Health career. Mental Health Career Pathways
resources provide information about 13 career pathways in
Mental Health. Each Pathway outlines qualifications rangatahi
will need to achieve at secondary school and tertiary education
if they wish to begin their journey toward their chosen career.
These resources also provide descriptive information about
the role of each career, expected salary and future job
prospects to ensure rangatahi are able to make an informed
decision about the career they wish to embark on. Mental
Health Career Pathways also provides information regarding
the types of support rangatahi are able to access while
studying toward their desired career. This ensures they are
able to complete their qualifications and enter into the mental
health workforce. These resources were released in mid
October 2015.
The next focus will be on a series of resources based around
career progression once rangatahi have entered a Mental
Health career. This will focus on clinical pathways, scopes of
practice and career change. These resources will be available
from December 2015.
Kia Ora Hauora – National Māori Health Career’s
Programme
Kia Ora Hauora ‘Supporting Māori into Health’ is a national
programme established in 2008 to increase the overall
number of Māori working in the health and disability sector.
The programme has a national base within Auckland, and
four regional co-ordination centres in Northland, Rotorua,
Wellington and Christchurch.
Te Rau Matatini is the National Non-Government Organisation
partner for Kia Ora Hauora, providing opportunities for
partnership and an alignment of strategic objectives. Kia Ora
Hauora currently has 3,867 Māori students engaged in its
programmes.
Improving Māori student achievement in Science –
Joint Project with Kia Ora Hauora
A discussion document has been created for the Kia Ora
Hauora Expert Advisory Group on Māori achievement in
sciences from Years 9 – 13. The discussion document is based
on a recent literature review, completed by Te Rau Matatini.
The literature identifies the National Certificate in Educational
Achievement (NCEA), and other current barriers / enablers key
to Māori engagement and progression on health qualification
pathways.
Māori experiences in schools may either support and enable
their engagement in science, or be barriers to Māori success
in science. Some elements are summarised within tables
outlining enablers for education in science, disablers of
knowledge and positive learning experiences of science, some
commonly held perceptions and misunderstandings about
Māori engagement and success in science and; the elements
which support Māori and others to be ‘science choosers’, or
those who continue on with science studies, into qualifications
needed for health pathways and professions.
Through this discussion document key actions and intervention
points will be identified to lift Māori achievement in Sciences,
and assist in increasing numbers of rangatahi who can pursue
tertiary level health qualifications.
Tā Tātou Mahere Korowai Guidelines
Tamariki and rangatahi are key to the future well-being of Te
Ao Māori and more broadly Aotearoa New Zealand. Health
services play an important role, and rangatahi know what
type of health services they prefer. It has been identified that
services which are holistic, recognise the influence of their
relationships with whānau and school friends; are confidential,
non-judgemental, free or affordable; locally delivered, youth-
friendly, and offer a range of services that are easy to access,
are what rangatahi are looking for.
Tā Tātou Mahere Korowai provides a model for Mental Health,
Addiction and Whānau Ora services to infuse the views and
aspirations of rangatahi, ensuring services are meeting their
needs. As Whānau Ora encourages health services to place
whānau at the centre of service delivery, these guidelines
actively recognise the importance of incorporating rangatahi in
the planning and delivery of services for young people.
The use of korowai represents (when based on Māori cultural
values) how services can wrap around whānau, tamariki and
rangatahi to support and increase well-being and resiliency.
Te Rau Matatini Annual Report 2014-1530
www.matatini.co.nz n 0800 matatini n 31
The Tā Tātou Mahere Korowai Award was created to support
Child and Adolescent Mental Health, Addiction, and Whānau
Ora service providers to establish Rangatahi Advisory Groups.
The Tā Tātou Mahere Korowai Guidelines provide a model for
Mental Health, Addiction and Whānau Ora Services to develop
services which reflect the perspectives and aspirations of
rangatahi, meeting the needs of rangatahi.
Below is an excerpt from a conversation between Maria Baker
and Maureec Ngawaka-Nathan about providing feedback on
the programme.
What do you think are the key highlights Tā Tātou Mahere has
provided in regard to the establishment of ‘ rangatahi experts’
in your service?
One of the highlights for me has been coming to the realisation
that the expertise of our rangatahi can inform so many more
areas than just cold-face delivery in youth services. Their
guidance and recommendations had implications for us at an
operational and policy level, guided service development in
our pākeke teams, and produced changes in wider HR [Human
Resource] processes.
TĀ TĀTOU MAHERE KOROWAI AWARD RECIPIENT 2014 - 2015
I was inspired by watching our rangatahi and kaumatua work together
It has also informed strategic development for the entire
organization. I don’t think we expected this when we
commenced the project...or at least I didn’t.
Another highlight was in how much our rangatahi valued the
input and support of kaumatua in them carrying out their mahi.
I was inspired by watching our rangatahi and kaumatua work
together with staff in clinical and clerical positions acting as
their servants. To me it was a microcosm of how our sector
would ideally work in a more ‘Whānau Ora’ friendly world.
What will be important for you and the team to continue on
with this investment?
Finding the financial means to continue these roles (i.e.
rangatahi and kaumātua) with remuneration which recognises
the value of their expertise and support, and convincing our
funders. Generally speaking these are not areas of knowledge
and experience upon which they place much value. We’re just
so grateful that organisations like yours do.
“ “
Whakaahua 13 Scholarship recipient Maureec Ngawaka-Nathan
Hīkaka te Manawa
Through a shared vision of improving the mental health
and well-being of rangatahi Māori, Te Rau Matatini and the
Mental Health Commissioner produced a document outlining
strategies and priorities for Mental Health and well-being
services for rangatahi Māori. This strategic document was
released by consistency with introduction of Professor
Sir Mason Durie at Te Rūnanga o Kirikiriroa in March 2015,
presenting a primary focus on four recommendations (Funding
and Planning, Workforce, A model / philosophy for services
for rangatahi, and Conduct disorder) of ensuring mental health
and well-being services for rangatahi Māori are sufficient and
efficient.
The Hīkaka te Manawa: Difference for Rangatahi was created
with the assistance from 21 services throughout Aotearoa, all
dedicated to the advancement of rangatahi mental health and
well-being. Through the process of identifying success factors
of services which are supporting improved outcomes for
rangatahi, this information has been collated and disseminated
throughout the sector. As well as providing success factors, it
also highlights common challenges met within Mental Health
and Addiction services, enabling the necessary change to be
identified and advocated for.
The report’s recommendations advocate for future
development of services which build on the strengths of
rangatahi and provide solutions to the common challenges, to
maximise rangatahi development and whānau inclusion. It also
recommends that lessons learned for improving outcomes for
rangatahi are applicable to all youth services and cultures.
Rangatahi groups such as Te Ahurei a Rangatahi provide the
foundation for youth to participate in and mould their future
into something they can be proud of. This was evident during
the document’s release when stories were shared from
rangatahi about their background and the aspirations they had
for the future. Understanding the pathway that rangatahi are
striving toward initiates the discussion around what needs to
be done to achieve their goal. This is important for the future of
Aotearoa and the well-being of Te Ao Māori.
Te Rau Matatini Annual Report 2014-1532
Whakaahua 14 Rangatahi
www.matatini.co.nz n 0800 matatini n 33
Taitamariki Substance Misuse Prevention Services
The Taitamariki Substance Misuse Prevention service is
an initiative funded by the Ministry of Health to reduce
substance misuse among Māori aged 10 to 13 years, and their
whānau. The service model uses an ‘indicated and selective
prevention’ approach by targeting those taitamariki (young
people) considered to have a high level of risk for developing
substance misuse. The prevention service aims to engage with
taitamariki to strengthen protective factors and reduce the
risks of developing substance misuse problems.
Ongoing monitoring and evaluation are a key component of
this initiative. The evaluation assesses whether the prevention
services have played a role in preventing taitamariki from
developing mental health and addiction problems. Investments
in prevention, early intervention and improved access to health
services for children and youth are the key focus areas.
Two workshops were scheduled to be held. The final
workshop was not delivered on the request of the Ministry
of Health. On 8 October 2014 the first workshop was held in
Wellington with 17 attendees from Ngā Kete Mātauranga,
Maketu Hauora, Te Whānau O Waipareira Trust, The Werry
Centre, The Ministry of Health, and Te Rau Matatini.
Literature review
There is a current focus on informing the issue of a major
shortage of trained and qualified Māori health workforce,
nationally. Nationwide people are asking “how do we get more
Māori youth into health workforce careers and professions?” A
literature review currently being redrafted for final peer review
identifies the barriers and enablers which are key to Māori
engagement, progression with sciences and other training on
the Health qualifications pathways.
The literature review collates evidence from existing strategies
and programmes which can contribute to changes and
enhance the recruitment and retention of Māori into health
careers. Presently the pathways are not well mapped out, and
a critical shortage of qualified teachers of science and health
sciences in secondary schooling, who are also bi-culturally
aware and able to mentor young Māori students to success,
is an ongoing issue. The science curriculum in New Zealand
is not Māori inclusive and neglects to recognise Mātauranga
Māori (knowledge) in the domains of Pūtaiao (science),
Whānau Ora (family well-being) or Hauora (health). The review
hopes to address these issues with key recommendations.
Whakaahua 15 Rangatahi
There is a key focus on promoting growth in capacity and
capability within the Mental Health and Addiction workforce,
while remaining responsive to the needs of Māori with
addictions. In order to increase the capacity of the Mental
Health and Addiction workforce Te Rau Matatini has
recognised that scholarships are an essential part of ensuring
the future workforce will flourish. Key strategic areas have
been identified where scholarships needs to be focused to
bring about maximum opportunity for those interested in
pursuing careers within the sector. A range of research and
work based scholarships are provided through the Topatopahia
te Rere o te Waka scholarship programme. These scholarships
are designed to assist Māori into Mental Health and Addiction
careers.
It has been estimated one quarter of Māori experience
substance misuse and other addictions in their lifetime,
therefore it is important to ensure the services are responsive
to the needs of Māori with addictions. Te Rau Matatini was
involved in the development of Te Hau Mārire: Addiction
Workforce Strategic Framework for people working with Māori
experiencing addiction-related harm (2015-2025). This guides
the development of a competent workforce that will contribute
to the minimisation of addiction-related harm and achievement
of Whānau Ora.
Through providing increased access to scholarships and
strategic frameworks for those who are pursuing a career
in Māori Mental Health and Addiction, Te Rau Matatini can
observe and influence the calibre of those soon to enter
the Mental Health and Addiction workforce. This has great
implications for tāngata whaiora as the next wave of kaimahi
are demonstrating expertise which will provide fantastic
strategies, models and programmes for the future.
Te Rau Matatini Annual Report 2014-1534
TE HAU MĀRIRE - ADDICTION Whakaahua 16 Left to Right: Rod Jefferies (IIC Chair), Tio Sewell, Tima Tuinasau and Barry Bublitz
www.matatini.co.nz n 0800 matatini n 35
Kim Laurence is a recipient of the scholarship for 2014-
2015. This scholarship supported her training in working with
addiction in a real-time.
Kim plans to develop her skills in working with addiction. She
also understands that developing her knowledge and respect
of Te Ao Māori will provide further understanding into her role.
Kim hopes to continue working for Higher Ground following
the end of the scholarship, with a role working with residents
within the clinical team. However, if this is not possible she
is confident that the skills and experience she has gained
will show promise of opportunity within other addiction-
related programmes. Kim plans to register with the New
Zealand Association of Psychotherapists (NZAP) upon
completion of her studies, and the Addiction Practitioners’
Association Aotearoa New Zealand (DAPAANZ), as a Māori
Psychotherapist. Kim’s aim is to work effectively with a wide
range of clientele, specialising in working with Māori, whānau
and communities.
The support of Te Rau Matatini and the Higher Ground Drug
Rehabilitation Trust, provides Kim with confidence that her
practise in the field of addiction will continue to develop with
her experience. As a paid placement in a field of personal
interest, this scholarship enables Kim the opportunity to focus
on her practise without the stress finding additional part-time
employment.
Kim considers herself very fortunate for the opportunity that
the Te Rau Matatini scholarship enables her to achieve in order
for her to focus on her experience and development in the
addiction field. The future is looking promising for Kim as she
anticipates 2015-2016.
TOPATOPAHIA TE RERE O TE WAKA SCHOLARSHIP RECIPIENTS 2015
Hoe Tahi – Alcohol and Other Drug Addiction Scholarships
Whakaahua 17 Hoe Tahi scholarship recipient, Kim Laurence
Kruz Noda Adams was the recipient of a one year placement
at Te Puna Hauora ki Uta ki Tai in a leadership role where he
helps facilitate the Tuakana/Teina Rangatahi Advisory Group
with the other youth leaders. He also has the opportunity to
network and liaise with other Rangatahi Advisory Groups.
Kruz’s scholarship contract ended in June however he was
given the opportunity to stay. He currently works as a part-time
employee as he is also attending Polytech to obtain a level
4 certificate in Mental Health. The level 4 qualification can be
added to the Whānau Tū Whānau Ora training he received at
Ngā Mataapuna Oranga.
This placement has given Kruz the chance to experience
what is like to work in the Mental Health and Addiction sector.
Working for Te Puna Hauora ki Uta ki Tai has given him
knowledge to further his career in the Health sector. Kruz has
found this time inspirational as it has given him insight into
his future aspiration of becoming a registered nurse, with
the intention of working in the addiction field. Once Kruz has
completed his Level 4 certificate he will attend his nursing
studies, while working part-time as a Healthcare Assistant in
mental health.
Kruz has learned a lot about the Mental Health and Addiction
sector in Aotearoa during his placement and course. With his
new found knowledge Kruz is able to identify contributing
factors leading to Mental Health and Addiction; and how
co-existing problems impact on service consumers and their
whānau.
Kruz is grateful for this opportunity and he hopes that in the
future, other young people a given similar opportunities.
Te Rau Matatini Annual Report 2014-1536
Hoe Rua– Work-based placement
Whakaahua 18 Hoe Rua scholarship 2015 recipient Kruz Adams-Noda
www.matatini.co.nz n 0800 matatini n 37
Dr Anne Macaskill has now completed a large portion of
the planned experiments for this research project. In 2015
she has been travelling to share her findings and to develop
connections with other gambling researchers. In July, Anne
visited Australia, where she visited gambling researchers at
Sothern Cross University in Coff’s Harbour, New South Wales.
She also visited Lewis Bizo at University of New England
Armadale campus. Dr. Bizo is a member of the advisory panel
for her fellowship. This was a very productive visit as Anne
was able to join the new University of New England gambling
research group as a collaborator, and planned some research
work with Lewis. This will involve conducting some follow
up research replicating and extending an interesting finding
from his lab, and working together on a journal article for
submission. During Anne’s trip, she also presented on research
from her fellowship project at the Australian Learning Group
Conference. This was a great chance for her to get a sense of
the relevant research being conducted in Australia. Anne has
also been pleased to be asked to become an editorial board
member for the journal Analysis of Gambling Behaviour. This is
a new journal, which is becoming increasingly established and
publishing very interesting research.
At the New Zealand Association for Behaviour Analysis
conference in Christchurch, Anne presented data from a
project investigating “off-line wins”. An off-line win occurs
when a combination of winning symbols occurs on a pokie
line on which the gambler did not wager. One recent paper
suggested that offline wins might be aversive or unpleasant
because people might feel frustrated that they “just missed” a
win. However, counter to this, Anne has found that participants
prefer to gamble on machines that produce off-line wins. She
thinks that it is important to look at off-line wins as previous
research has tended to focus on older style “near win” events
that are less likely to occur on current multi-line slot machines.
Anne recently completed data collection for a set of
experiments following up on this result where she hopes
to better understand the effects of offline wins. Anne has
previously found that participants respond to offline wins as
if they provide information about the likelihood that a win will
occur in the future. In that study, participants could wager
on one of three lines on a simulated multi-line slot machine.
If they bet, for example, on Line 1, and then there were five
matching symbols on Line 3 (an offline win) they were then
a little more likely than usual to wager on Line 3 on the next
spin - acting as if that line might currently be “lucky”. This has
not been demonstrated previously to her knowledge but it fits
in with a body of research showing that people often think that
pokie outcomes can be predicted in some way even though, in
truth, they are completely random and unpredictable.
Hoe Whā– Post Doctoral Research in Problem Gambling
Whakaahua 19 Hoe Whā scholarship 2015 recipient Dr Anne Macaskill
All programmes conducted through Te Rau Matatini are
evaluated to assess effectiveness for the intended audience.
Te Kīwai Rangahau (Te Rau Matatini Research and Evaluation
group) conduct these evaluations through quantitative and
qualitative approaches to ensure data can be accurately
represented and disseminated throughout the sector. As
programmes or literature are evaluated it allows insight into
new and innovative approaches to Māori well-being, whether
it be for rangatahi or kaumātua. Each programme has a set of
achievements and deliverables it needs to meet in order to be
evaluated as a success.
Toro Mai tō Ringa
Earlier in 2015 Te Kīwai Rangahau, carried out an online survey
with New Zealand Infant Child and Adolescent Mental Health
Services (ICAMHS), about the Māori ICAMHS resources
available through the Toro Mai tō Ringa website (www.toromai.
com).
While the sample size was modest, Te Kīwai Rangahau are
pleased that there was representation from 5/6 of the District
Health Boards with the highest Māori populations.
The results show that there is room for improving awareness
of the Māori ICAMHS resources available on the Toro Mai To
Ringa website, with only 30.4% of respondents knowing about
them. It is encouraging though that 100% of the respondents
who were not aware of the resources prior to the survey were
interested in learning more about them. Further to that, 83.3%
of all the people who responded were interested in learning
about future ICAMHS resources and research that Te Rau
Matatini might develop. Respondents also suggested other
ICAMHS resources they would like developed such as those
that utilised Māori tikanga (customs) and Māori whakaaro
(ideas).
Hauraki Primary Health Organisation (PHO)
The Hauraki PHO is a primarily rural population demography,
encompassing the rohe of Hauraki, Coromandel, northern
and southern Waikato, as well as parts of Hamilton City; it
also umbrellas 26 medical practices. Te Kīwai Rangahau and
Hauraki PHO have agreed to collaborate together to facilitate
three rangatahi provider forum hui to find commonality and
solutions to rangatahi issues, within the PHO region.
RANGAHAU - RESEARCH AND EVALUATION
Te Rau Matatini Annual Report 2014-1538
Whakaahua 20 Rangatahi from the Rongoatea programme, Te Runanga o Kirikiriroa.
www.matatini.co.nz n 0800 matatini n 39
The approach will be three pronged and involve;
• Working in partnership to support local providers to find
commonality and solutions as this affects rangatahi in their
communities;
• Maintain and develop a Kaupapa Māori focus as a priority by
all Hauraki PHO partners; and
• Te Kīwai Rangahau will work with the PHO and its partners
to identify workforce development opportunities, as they
relate to rangatahi workforce in Hauraki and Waikato.
Provider forums were held in Thames (Hauraki) and Kirikiriroa
in early June 2015 facilitated by Te Kīwai Rangahau, Te Rau
Matatini. Forum data is being analysed, and was presented to
participant stakeholders in July.
Kaumātua Training Evaluation
During the 2014-2015 financial year, Te Kīwai Rangahau
conducted an evaluation of the Kaumātua Supervision
Training – Toka Tū Moana. Feedback from Te Kīwai Rangahau
assisted in producing key findings, leading to the enhanced
understanding of the programme’s effectiveness. Te Kīwai
Rangahau established that this programme provides kaumātua
with an opportunity to improve the influence of positive
change, at both a practitioner and managerial level.
It is clear that Toka Tū Moana has significant benefits for Māori
whānau, hapū, iwi and kaumātua. Participants at the training
programme expressed the need for Toka Tū Moana to carry
the New Zealand Qualification Authority (NZQA) approval, and
obtain official recognition as a programme to be placed on the
New Zealand Qualifications Framework.
Delivering a kaumātua training programme with national
recognition will provide benefits such as increasing the profile
of programmes available to Māori. As a result of increasing the
programme’s profile, more kaumātua are likely to enrol. More
enrolments correlate to added opportunities for establishing
Whānau Ora throughout the motu; resulting in healthier
whānau. This provides incentive for Te Rau Matatini to ensure
that the consumers’ voice is heard by the Ministry of Health
and the New Zealand Qualifications Framework.
Hua Oranga Outcome Assessment
Outcome measures are critical to the development of quality
mental health services and for their continuous improvements
(Mellsop & Wilson, 2006).
Hua Oranga uses a holistic method of outcome assessment
and is founded on an existing model of Māori health, Te Whare
Tapa Whā: the four dimensions of taha wairua (spiritual), taha
hinengaro (cognitive), taha tinana (physical) and taha whānau
(family) (Durie, 1994). This framework is an accepted Māori
representation of health and was selected as it appeared to be
the most familiar to Māori health service providers.
From a Māori perspective, constructing a measure around the
model involves assessments of the four dimensions, taking into
account the perspective of three key stakeholders: tangata
whaiora (consumer), whānau and clinicians. This is constructed
within the context of mental health treatment and care. The
training model uses a combined face to face and e-learning
approach to the administration and interpretation of the Hua
Oranga tool and Outcomes and Recording Analysis (ORA)
data. A plan is being developed to promote the programme
throughout District Health Boards and Regional Workforce
Coordination Centres.
Outcomes Recording Analysis (ORA) Database
The Outcomes Recording and Analysis database is an online
tool developed by Te Rau Matatini. The prime function of the
ORA database is to generate accurate, timely, comprehensive,
and useful Māori mental health service data. The reports
created through the ORA database are based on the Hua
Oranga Māori Mental Health Outcome Measurement
questionnaire sets which are entered and updated by health
service providers registered to access the ORA database.
Currently, Te Kīwai Rangahau supports Waitemata District
Health Board Moko services to ensure the ORA database is
functional and purposeful for service users.
Māori Rangatahi Addictions Review
A widespread review on Māori Rangatahi Addictions
throughout Aotearoa was conducted and launched at the 20th
Cutting Edge conference in September. The conference was
hosted by Addiction Practitioners’ Association (DAPAANZ).
The evidence is conclusive and unsurprising that a great
portion (estimated to be over 1/3) of rangatahi Māori, ages
12 to 24, are involved with substance use and abuse. It was
also highlighted that some rangatahi express a degree of
dependency on alcohol and other drugs.
The findings from Te Kīwai Rangahau support earlier research
from the Christchurch Health and Development Study
(Horwood & Fergusson, 1998), which uncovered substance use
disorders were the most common mental health issue among
young Māori. These affects are arguably established through
the intergenerational influences of colonisation, socioeconomic
deprivation and age structure.
This information will be used as a means to reduce the rate
of substance use and abuse by our rangatahi. Identifying the
triggers and ensuring that suitable support is received by
rangatahi will support our future leaders. This will enhance
the sense of self-awareness, and encourage our rangatahi to
aim high and achieve personal objectives, once thought to be
unattainable.
Te Mauri - Pimatisiwin - International Journal of
Indigenous Health and Well-being
The Pimatisiwin Journal of Aboriginal and Indigenous
Community Health was a peer reviewed, web-based journal
published twice each year by Native Counselling Services of
Alberta, in partnership with Te Rau Matatini in New Zealand,
Papa Ola Lokahi in Hawaii, and the International Indigenous
Council for Healing Our Spirit Worldwide.
Journal Mandate
The goal of the Pimatisiwin Journal was to promote the sharing
of knowledge and research experience between researchers,
health professionals, and Aboriginal leaders and community
members. The journal provided a forum for this diverse
population to publish on research process and findings in a
cross-disciplinary, cross-cultural setting.
The primary focus was on health and health research in
Indigenous communities, broadly defined. Articles can be of
interest to many fields, including sociological, psychological,
medical, anthropological, experiential, methodological, both
qualitative and quantitative in nature.
In 2013 the Pimatisiwin Journal ceased publication. In 2015, the
Native Counselling Services of Alberta agreed to transfer the
Pimatisiwin journal to Te Rau Matatini. It will be known as Te
Mauri - Pimatisiwin, International Journal of Indigenous Health
and Well-being. Te Mauri - Pimatisiwin will be relaunched at
Healing Our Spirit Worldwide – The Seventh Gathering, 15-19
November 2015. Dr Kahu McClintock is the leading editor for
the journal.
Te Mauri - Pimatisiwin is promoting the sharing of multi-
disciplinary indigenous knowledge and research experience
between researchers, health and well-being professionals,
leaders and community members. It is an open-access web-
based indigenous publication hosted by Te Rau Matatini.
Te Māuri - Pimatisiwin will publish original, informative and
scholarly articles on the broadly defined topic of indigenous
health and well-being. Te Mauri - Pimatisiwin will serve as a
forum for the clarification and exchange of ideas. It will feature
articles on projects which make a significant impact on the
understanding of indigenous health and well-being.
The 2015 Editorial Board Members for Te Mauri - Pimatisiwin
are Members:
• Chair: Professor Linda Nikora - The University of Waikato
• Deputy Chair: Barry Bublitz - International Indigenous
Council, Healing Our Spirit Worldwide, Aotearoa New
Zealand Director
• Deputy Vice Chancellor Māori Paul Meredith - Victoria
University of Wellington
• Professor Denise Wilson - Auckland University of
Technology
• Dr Sarah-Jane Tiakiwai - Waikato-Tainui College for
Research and Development
• Dr Amohia Boulton - Whakauae Research for Māori Health
and Development, Whanganui.
Te Rau Matatini Annual Report 2014-1540
www.matatini.co.nz n 0800 matatini n 41
The Private Training Establishment, Te Hau Māia, formed
in 2011 provides all training and education development
programmes generated by Te Rau Matatini. The in-house
training establishment works closely with whānau related
health, education and workforce sectors; with a primary focus
of contributing to and maintaining the high rate of programme /
qualification completion, and achievement for whānau and non-
Māori health professionals, in order to help whānau, hapū and
iwi achieve Whānau Ora and Pae Ora. The words Te Hau also
represents a connection to the four cardinal winds of the four
corners of Aoteāroa as Māori see it: Te Taitokerau (North), Te
Taitonga (South), Te Tairāwhiti (East), and Te Taihauāuru (West).
Dedication to the development of the Māori Workforce is critical
for effective services being designed for Māori and non-Māori.
The overarching vision of Te Hau Māia is “To strengthen and
further equip the Māori workforce through applied, relevant and
accessible training programmes to maximise health gains for
whānau.” These services equate to having great influence on
future programme models and delivery for Māori. The current
mainstream environment provides little in the way of adequate
understanding of how Māori understand information received
from health professionals. Through input from Māori into the
types of services required and how they should be delivered,
a comprehensive and accurate portrayal provides the ability to
tailor programmes for Māori Workforce Development. It is the
community and stakeholder voice that allows the step forward
to enhancing the standard for all involved in the development of
the Māori workforce.
Māori Public Health
In response to what whānau and stakeholder’s want,
some programmes have been held on local marae where
participants feel relaxed and comfortable. Using this ‘kanohi
ki te kanohi’ (face to face) approach in familiar territory,
delivered by Māori through Māori ideologies, develops
positive experiences and ensures positive expression between
the facilitator(s) and participants. Ensuring services which
understand Māori ideologies are created and delivered allows
Māori to feel increasingly confident in the understanding and
retention of important information, for theirs and their whānau
well-being.
Māori public health workforce development is a priority of Te
Uru Kahikatea: The Public Health Workforce Development
Plan (2007-2016) (TUK). TUK is the national strategy to guide
public health workforce development within Aotearoa, over the
next 10+ years. The document emphasises a range of actions
required to meet immediate priorities, and adopts a future
focus which aims to prepare the public health workforce to
face future challenges. Since 2005, Te Rau Matatini has been
addressing consumer concerns by supporting the Māori Public
Health workforce and the wider needs to improve cultural
competencies. By developing the cultural competency of
Māori and non-Māori practitioners, effective assessment
models can be developed which in turn reflects on the service
provided to whānau and its method of delivery. Effective
delivery then equates to an increase in the way Māori absorb
and retain important information about specific health and/
or special services. As a result of providing information which
works for Māori, more Māori are likely to utilise the services in
or around their community, and pass on important information
to whānau, hapū and iwi.
TE HAU MĀIA - TRAINING AND EDUCATION Whakaahua 21 Rangatahi from Waiwhetu on Petone Beach
The key programmes for improving cultural competencies
among Māori and Non-Māori health professionals are:
Kaitiaki Ahurea – Cultural Competency Training: This is an
interactive course which builds on the skills of the learners
to expand and challenge their understanding. The course
is appropriate for new public health practitioners, as well
as experienced practitioners wanting to further develop
their cultural competencies. The intention of the learning
includes the application of Te Ao Māori principles to everyday
practice within a public health role, when working with Māori
communities.
Tūhono Tuarā - Māori Public Health Training Programme:
This programme has been specifically designed to support
Māori working in a public health setting. The programme
focuses on increasing public health workforce knowledge
and understanding of health promotion, from a Māori cultural
context. The provision of tools and skills to the public health
workforce is designed to assist the implementation of health
promotion activities in Māori communities.
These programmes are conducted throughout Te
Waipounamu (South Island) in response to the Ministry
of Health identifying the need for more Māori focused
programmes to align with southern District Health Boards.
Providing these programmes in Te Waipounamu ensures
that those working with South Island Māori are more attune
to tikanga, Te Ao Māori and whakaaro Māori to provide better
opportunities and enhanced understanding.
Toka Tū Moana
The development and delivery of the 2015 Kaumātua
Supervision Training – Toka Tū Moana, at two sites, Ōtautahi
(Christchurch) and Tūranganui (Gisborne) saw 15 ākonga
(students) participate. Toka Tū Moana aims to develop
kaumātua to enhance cultural competencies which result
in the contribution to effective leadership development.
By enhancing critical thinking and attitudes to allow for
successful mentoring, advocacy and cultural supervision,
there is a succession plan integrated into communities for
future kaumātua and Te Ao Māori. This is important for the
maintenance of Māori as traditions, customs and language are
passed through whakapapa as an intergenerational sharing of
knowledge.
The programme is designed to take place over a six month
period to ensure sufficient opportunities for the learning
outcomes can be applied, and evidence can be both gathered
and assessed.
He Ara Toiora
He Ara Toiora is an innovative whānau-centric approach to
reducing the prevalence of Māori childhood obesity, and
promoting healthy living. Working closely with an Advisory
group and the local community, Waiwhetu Marae, the
programme has been fine-tuned to ensure its effectiveness
through a technological method of delivery. The use of
interactive smart technologies ensures that whānau can follow
instructions via web-based content, which encourages physical
activity both indoors and outdoors.
The content has been developed around Atua Māori (Māori
Gods) and their role in the creation story. Utilising their
association with primal movements and activities tamariki,
whānau or hāpori can set goals for wellness and enhanced
lifestyles. From there individual members can choose their
own goals, while whole whānau select Atua Plans.
An online portal has been tailored for the Waiwhetu
community as it encourages groups of people, be it whānau,
hapū or iwi, to set physical activity challenges for other
groups to attempt. All whānau members track their progress
through individual dashboards which show a summary of their
progress. Support is provided by a dedicated coach working in
the community and schools, with access to online resources
allowing whānau members to progress at their own pace.
The challenges set between whānau or community groups
allows proactive enhancement of lifestyle, and attempts to
reduce the rate of Māori childhood obesity by setting positive
examples for children.
The programme has an overarching aim to reduce the
prevalence of Māori childhood obesity, and ensure that
healthy activities become an everyday occurrence within
whānau around Aotearoa. Waiwhetu Marae have been an
integral component to the establishment of the programme,
as they reveal how the programme will be used by other Māori
communities.
Te Rau Matatini Annual Report 2014-1542
www.matatini.co.nz n 0800 matatini n 43
The Māori Community Suicide Prevention Programme
– Ko Au, Ko Koe, Ko Tātou
Assisting Māori Community Suicide Prevention programmes to
develop, realise and support their own whole-of-community
suicide prevention plan is the outcome for Ko Au, Ko Koe,
Ko Tātou. This is the suicide prevention programme which
empowers Māori community change. Pou Ārahi (community
change agents) are provided to assist the implementation of
the community programmes. The Pou Ārahi are working in
partnership with Kia Piki te Ora and District Health Boards in
Northland, Waikato, Tai Rāwhiti, Canterbury and Southland.
The approach is ‘rarangahia te taurawhiri tangata’, weaving
whānau, community leaders and groups together to create
safe, sound individual, whānau and community responses to
suicide prevention and postvention. Working with communities
throughout the country is a big driver for Ko Au, Ko Koe, Ko
Tātou. Delivering the prospect for communities to establish
their own suicide prevention programmes or tools results in
increased buy-in form communities which helps to reflect
better statistics for the Māori suicide rate.
WAKA HOURUA - SUICIDE PREVENTION
E Tu He Māori is underpinned by the vital concepts Māori
communities are bound to; te reo me ōna tikanga, Te Ao Māori,
whānau, mokopuna, rangatahi and kaumātua; whakapapa
and whanaungatanga, whilst achieving full potential in Te
Ao Hurihuri (contemporary Aotearoa). The outcomes foster
collective responsibility for Māori suicide prevention, whilst
promoting continual Māori development and Māori aspirations
in its broadest terms, as important features to Waka Hourua.
With the application of Pae Ora, its principles of Whānau Ora,
Wai Ora and Mauri Ora are taken into account.
The rates of Māori self-harm and completed suicides are
the highest in Aotearoa. This requires a strong, proactive
and aspirational approach to a serious issue. E Tu He Māori
(Stance of Māori) provokes the personal, whānau, and national
ideal as tāngata whenua (Indigenous people of this land in
Aotearoa), and encourages those in need to stand tall within
themselves (their whānau, hapū, Iwi), the Māori culture, and
as Māori. Within E Tu He Māori are specific outcomes which
focus on mokopuna, rangatahi, wahine and tane. Through
these components, a collective, integrated and multi-layered
approach is created to support reducing suicide among Māori.
These programmes have been designed for supporting Māori
within their communities through ‘rarangahia te taurawhiti
tangata’ and their own suicide prevention programmes.
Whakaahua 22 Waka Hourua
The Community Fund
The Community Fund (a one-off contestable fund of $2
million) has been established to support community-based
suicide intervention initiatives or projects. Māori and Pasifika
community groups, whānau, hapū, iwi and Pasifika families
registered and applied for the Community Fund online. The
Fund being divided into two funding streams:
• Māori Whānau, Hapū, Iwi, and communities
• Pasifika families and communities.
As communities respond differently to suicide prevention
approaches it is necessary to develop individually tailored
approaches for each community. By allowing communities to
be a part of the identification process for the tools needed, the
chance of success increases.
Positive contributions and dedicated engagement from
Māori communities allows for effective programmes to be
manifested for the community. The number of communities
assisted by Ko Au, Ko Koe, Ko Tātou and the Community Fund
project is outlined in the tables below.
Community Number of initiatives
Auckland 12
Tai Te Tai Tokerau 8
Waikato 4
Bay of Plenty 12
Taranaki 1
Tai Rāwhiti 2
Hawkes Bay 3
Horowhenua 3
Wellington 3
Canterbury 3
Otago 2
Community Number of engagements
Northland 43
Tai Rāwhiti 64
Waikato 38
Canterbury 23
Southland 58
The project outcomes for Māori and Pasifika communities are
designed to contribute to families, whānau and communities
being strongly connected to one another through leadership,
as they develop, implement and share their own approaches
to building resilience and resistance to suicide. If a suicide
is completed, the affected community will then have the
resources needed to support each other, while also ensuring
there is confidence in talking about personal difficulties with
family or friends.
Examples of programmes working within the community are
The Aranui Eagles Rugby League Club and Youth T.E.A.M
Trust. These two applicants stood out for their particularly
direct and innovative proposals. The Aranui Eagles Rugby
League Club developed a concept of applying a simple
suicide help-seeking message to t-shirts and track pants.
The club has evidence of the success of such a project as it
already promotes the “It’s Not Ok” message. The club knows
it works and getting a suicide awareness message out in this
simple way will mean a lot to the members. It is recognised
as being able to achieve a lot in the Aranui area by increasing
awareness and initiating conversation, among the community.
Youth T.E.A.M. Trust also presents a highly innovative case for
educating and mobilising Māori and Pasifika hairdressers and
barbers to hear their clients’ stories. Here they have the ability
to read the warning signs and use the close relationships they
enjoy with their clients to make sure suicide prevention and
postvention messages get out into communities. The project
focuses on a less obvious role that hairdressers and barbers
can have in the prevention of suicide. Giving hairdressers and
barbers who work in predominantly Pasifika communities
the tools and resources for dealing with suicide ideation will
give them confidence to listen to their clients’ challenges and
difficulties.
Hair4Life involves suicide prevention workshops being
delivered in hair salons and barber shops to establish a
suicide prevention capability. These workshops will provide
hairdressers with suicide prevention tools and resources
to initiate a greater community awareness, while creating
leaders to assist the building of resilience among customers
and reduce the risk of suicide through simple information.
Hairdressers and barbers will also be given the opportunity
to receive suicide prevention training through programmes
like ASSIST and SafeTalk. Ensuring sustainability beyond
the workshops and provides a support network within the
community.
Te Rau Matatini Annual Report 2014-1544
www.matatini.co.nz n 0800 matatini n 45
Organisational growth is imperative for development. Te Rau
Matatini understands this and places emphasis on ensuring
that all employees are provided with opportunities for
professional development. As capability and capacity among
employees and the organisation are enhanced, it allows higher
performance and quality programmes to be established, with
knowledgeable staff to assist in community implementation.
The organisational development plan (ODP) is designed to
support the organisation’s long term strategic intent and
priorities. This is achieved by building capability in areas
which will directly impact on success. The strategic focus
is addressed through the challenge of developing a high
engagement/high performance culture within a Māori
workforce context.
Te Rau Matatini have taken care to ensure that the ODP
is aligned to the organisation mission and vision; to be the
leading organisation in building a strong Māori workforce,
for the advancement of Māori health and wellness. This
ultimately aligns with the long term goal to be Centre of Global
Indigenous Excellence.
WHAKAWHANAKE - ORGANISATIONAL DEVELOPMENT
The ODP seeks to include alignment, execution and renewal
initiatives which will see the organisation grow in leadership
position and impact. Te Rau Matatini acknowledge that future
successes rest on the ability to be more collaborative, but
at the same time the organisation must find innovative ways
of being effective. Te Rau Matatini understand the need to
express what it means to be a high performing organisation.
Noting that individual staff members are exemplars of ‘high
performers’, the aim is to have all staff at the same level of
cultural and specialist skills.
International Standardisation Organisation
Accreditation
Completion of stage 1 of audit for International Standardisation
Organisation (ISO) 9001:2008 recertification was concluded
prior to the one-site audit dates of 22-23 January, 2015. The
audit was carried out by two auditors from Health Audit New
Zealand issuing six Corrective Action Requests as a result
from the audit. All corrective actions were remedied through
‘proposed corrective actions’ and approved by the Lead
Auditor so that the organisation may be recommended for
Certification. Recertification was received in July 2015, valid for
a period of three years.
Whakaahua 23 Te Rau Matatini staff at NZQA assessment conclusion
All staff currently employed by Te Rau Matatini now have a
minimum Level 5 qualification. Further opportunities will be
presented for all those with Level 5 qualifications to continue to
a Bachelor’s Degree.
Staff have attended all nine workshops and completed
assignments relating to developing a project charter, compiling
a project plan and producing a body of evidence for all
interactions and decisions.
The programme has provided staff members with a
foundational knowledge of project management best practice
which Te Rau Matatini will continue to develop.
Nōna Te Ao
In 2014 Te Rau Matatini undertook a process to identify Mental
Health and Addiction service performance improvement
through the provision and support for e-learning resources.
E-learning was defined as “Learning that is enabled or
supported by the use of digital tools and content”.
As a result, a consistent approach to the use of e-learning
technology when delivering learning opportunities to staff in
mental health and addiction was proposed according to these
imperatives:
• Develop accessible, effective and culturally appropriate
e-learning across the sector as a whole;
• Support the sector in responding to technological change;
and
• Ensure that E-learning capability develops efficiently.
Te Rau Matatini has approached Catalyst to commission
the implementation of an e-learning platform to address
imperative three for and within Te Rau Matatini. The name
of this initiative is Nōna Te Ao. The name is inspired by the
whakataukī. Ko te manu e kai ana i te miro, nōna te ngahere.
Ko te manu e kai ana i te mātauranga, nōna te ao, - The bird
that partakes of the miro berry reigns in the forest. The bird that
partakes of the power of knowledge has access to the world.
Te Rau Matatini Annual Report 2014-1546
Moving forward, Health Audit New Zealand has scheduled
Audit Surveillance for January 2016. These audits are used
to evaluate the ongoing maintenance of the organisations
management system and to close out any Corrective Action
Requests raised at a previous audit.
New Zealand Qualification Authority review
In 2011 Te Rau Matatini was granted approval by New
Zealand Qualifications Authority (NZQA), under section 251 of
the Education Act 1989, to provide training schemes to the
wider public. For Te Rau Matatini to maintain Private Training
Establishment registration, the Kaitiaki Ahurea programme was
registered on the Framework as a Level 2 Training Scheme.
Engagement in periodic external evaluation and review is
one of NZQA’s policies. Each external evaluation and review
provides an independent judgement of the educational
performance and capability in self-assessment of all non-
university tertiary education organisations.
During May an NZQA External Evaluation and Review (EER)
assessment was completed. The external review resulted
in a rating as Highly Confident in educational performance,
and Highly Confident in the organisation’s capability in self-
assessment. This is the highest rating possible under this
system.
• Educational performance is the extent to which the
educational outcomes achieved by the TEO represent
quality and value for learners and the wider community.
• Capability in self-assessment indicates the effectiveness
of an organisation to use self-assessment information
and understand performance and how to bring about
improvement.
New Zealand Institute of Management training
The New Zealand Institute of Management provided the Level
5 National Diploma in Project Management for staff. Te Rau
Matatini provided this opportunity for staff members through
funding from the Māori Performance Development Scheme
(MPDS).
www.matatini.co.nz n 0800 matatini n 47
Staff Well-being - Te Whaioranga
Te Rau Matatini implemented two workplace programmes
for staff members to improve staff wellbeing. The first was
a physical health check conducted by registered nurses
from Ora Toa Health Services. Height, weight, glucose and
cholesterol measurements were all taken, providing a baseline
for each of the participating staff members.
Information sessions were also conducted throughout the day
with medical professionals discussing heart disease, cancer
prevention and testing, as well as highlighting the risks caused
by lifestyle choices. The second programme is a whānau fit
physical health workout. This programme continues on from
the health checks and provides Te Rau Matatini staff with the
opportunity to set nutrition and health goals. Fitness sessions
will be held with qualified staff from the SWET gymnasium to
ensure that all staff are empowered to lead a healthy lifestyle.
Hamilton Office Opening
Te Rau Matatini has expanded into a second office which is
located within the Te Rūnanga o Kirikiriroa Office at 59 Higgins
Street, Dinsdale, Hamilton. The office space was opened with a
soft launch on Monday 29 September 2014.
Te Rūnanga o Kirikiriroa hosts four staff within their Higgins
Street facility. This facility is a fully open plan office. The
office uses smart technology for internal and external
communications.
By working together, the two organisations will gain better
outcomes and business synergies, resulting ultimately in better
heal outcomes for Māori.
Information and Communication Technology Strategy
The Te Rau Matatini Strategic Information and Communication
Technology (ICT) plan 2015-2018 was completed in August
2015. This keystone document provides a three-year roadmap
of strategic initiatives in order to align the ICT environment, its
people, processes and technology with Te Rau Matatini and its
current and future business needs.
Te Rau Matatini has led the Māori health sector recently with
the development of Māori Health and well-being websites and
apps, the implementation of leading edge Voice over Internet
Protocol (VoIP) communications systems, enabling remote staff
with 24/7 collaborative access and mobile workspaces, and
the exponential growth of social media profiles, sites, reach
and distribution.
The overall themes identified in the plan will be used to
develop interrelated projects and effective action plans which
will be implemented over the next three years. Te Rau Matatini
will initially focus on continually enhancing communications
and document management, throughout the organisation
using technology.
Te Rau Matatini
Hamilton Office
Level 2, 59 Higgin Street,
Hamiltion
Whakaahua 24 Hamilton Office
Te Rau Matatini Annual Report 2014-1548
Te Rau Design believe that experience and passion for both
design and the Māori culture has the power to make a positive
difference. Further information is available via email designs@
matatini.co.nz
Te Rau Design is the in-house design team at Te Rau Matatini
committed to creating unique and innovative contemporary
Māori design that illuminates our publications and resources.
All of the artwork used in the publications and this booklet is
by Te Rau Design. Te Rau Design is available to all external
customers as a specialist Māori contemporary graphic and
web design company, specialising in managing the design
life cycle of brand development for both individuals and
companies. This includes design and development of graphic
requirements for websites, digital displays, tablet and mobile
sites, and stylised clothing. It also includes traditional printed
materials such as reports, documents, brochures, flyers,
posters and promotional information.
TE RAU DESIGN
www.matatini.co.nz n 0800 matatini n 49www.matatini.co.nz n 0800 matatini n 49
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Te Rau Matatini Annual Report 2014-1564