Mihi
Interests kaupapa Maori education & Maori Community Development
Background in social work focus on young people most vulnerable
Pilot programme Mana Rangatahi Suicide Prevention
Taku Manawa - My Human Rights programme identify and work with community champions
Educate about human rights to support local communities to find local solutions
Alignment with HR and kaupapa maori
- value matauranga maori
- support for vulnerable people in our communities
-self-determination/rangatiratanga
-participation & non-discrimination
In Aotearoa NZ there are three pillars to human rights:
- The Treaty of Waitangi 1840
- Bill of Rights 1990
- Human Rights Act 1993
The Human Rights Commission is committed to honouring The Treaty of Waitangi. Cultural competency and capability is important to the Commission as a Treaty Based Organisation. The Commission acknowledges the strong connection between human rights and the Treaty of Waitangi as outlined in Section 5(2)b of the Human Rights Act 1993.
Unpack the title Te Mana i Waitangi
The HRC values both the Maori and English versions of the Treaty and acknowledges that each version speaks to an intellectual tradition that forms part of the fabric of New Zealand society. Justice Joseph Williams has termed these bodies of knowledge “Kupe’s Law” and “Cooks Law” and has suggested to the Commission that “[I]t is the Commission’s job to help us establish peaceful co-existence between Kupe’s Law and Cook’s Law – to do this you must be a Treaty based organization and in doing this you will become one.”
2003-4
The Commission undertook a national conversation about human rights and the Treaty through symposiums, workshops and discussion groups. Engaging more than 16,000 New Zealanders the key findings were that there was little or no knowledge about the Treaty, in fact there was fear and ignorance and concern about the health of the Crown Tangata whenua relationship.
2005-7
Formed a network of people and orgs interested in improving the Crown/TW relationship and developing educational resources to promote the HR dimensions of the Treaty.
2008-9
Produced a suite of case studies that identified good practise, what was working and what wasn't and lessons learned. Several themes emerged;
-Agreement on common goals/priorities
-Regular engagement
-the health of the Treaty relationship - Paepae Rangatira Nga Rauru
2010-2011
Further engaged with civil society to promote the HR dimensions of TOW and developed a stand alone Treaty resource, booklet and PPT
2012
Indigenous Rights Commissioner Karen Johansen partners with Chief Commissioner to co-lead the Treaty programme. Proposed a TBO work programme and formed a TBO working group, Uepu Maori(Maori caucus) Tauiwi caucus that contributed critical thinking about what is is to be a TBO.
2013
The Commission made a series of detailed recommendations to the Constitutional Advisory Panel. Among these, the Commission advocated for:
- a continued, longer conversation on constitutional matters
- the long-term development of a Treaty of Waitangi-based constitution to be developed by the Treaty partners to their mutual satisfaction
- interim protection for the Treaty of Waitangi in the form of a Treaty of Waitangi Act that puts both texts of the Treaty into New Zealand law
- specific legislative protection of property rights
- suggested a whakapapa of human rights milestones, where the constitution drops out of the Treaty
Slide 9
2017 is a significant year for Human Rights at home and abroad. The ten year anniversary of the signing of UNDRIP coincides with the Human Right Commission celebration of its fortieth year of operation. Established in 1977, two years after the Waitangi Tribunal, the 40th anniversary of the HRC provides a natural platform from which to review the HRC journey to date, and, to envision a refreshed and renewed Commission which the Treaty Framework and the preferred TBO Modelling could be part of.
Apart from appointing an Indigenous Rights & Treaty Commissioner, most of the Treaty work programme was outward facing. If we wanted to be a TBO then the focus needed to shift.
Slide 10
The HRC Treaty Framework proposes a new category within the Bicultural Continuum that Durie has developed. The new category, and the descriptors developed to articulate it, would frame the HRC TBO approach.
TBO (Matauranga) A Treaty Based Organisation would be able to undertake aspects of its core business from what is known as ‘an inside out’ approach. That is, to locate the work within the Maori worldview, in which matauranga Maori, including te reo Maori, is centred, and to look out at the world from this position. This also means that a TBO would be able to undertake aspects of its business in te reo Maori, in their entirety.
TBO (Behaviours) Research on successful companies lists having the right people in the company as one of the key variables of success. A Treaty Based Organisation will need both specialists, content experts in matauranga Maori, and toa, staff who are not necessarily content based experts but who are champions of the project across the organisation. Both groups will be important resources of the TBO project providing both breadth of support across the organisation and depth of expertise when called for.
TBO (Institutional Arrangements) The case for Maori staff working together as a team within the organisation can be made in terms of Maori knowledge and building a high performing team culture. Considerations include: having a critical mass of Maori staff working from an inside out position, based on shared culture and language; the ability to work from a strengths based approach; and, the chance to work collegially with a group of colleagues who are your peers.
TBO (Cultural Values) New research in the area of cultural values now talks about Cultural Intelligence: CQ. Cultural intelligence is being identified as ‘the new indicator for business success’. CQ is defined as ‘the ability to relate and work effectively in culturally diverse situations’. Four components of cultural intelligence have been identified: CQ drive, CQ knowledge, CQ strategy and CQ action. Descriptors for these different aspects of cultural intelligence often link the application in multicultural contexts. The TBO work programme creates the opportunity to model cultural intelligence in a way that is unique to this country, whilst opening up platforms to further explore cultural diversity.
Slide 11
TBO journey
Slide 12
Stocktake
Slide 13
The research which informed the HRC Scan of Organisational Best Practice in organisations identifying as working in the TBO space, or with Treaty / Maori strategies, enabled an evidence based definition of a Treaty Based Organisation to be developed.
Essential building blocks for change
Core principles that prescribe the way we will work
Developed by Commissioners, SMT and staff through noho marae
Informed by evidence and best practice models
Practical and translatable
Must lead to outcomes and be understood by all
Simple yet effective
Lead to behaviour change
Must encourage individual action – everyone must contribute
Must be compelling and demonstrate real value
Slide 14
Noho Marae Keynote speakers Maori academics and thought leaders
Whangara – Pem Bird, Matanuku Mahuika, Veronica Tawhai & Matike Mai Rangatahi, Mana whenua speaker
Waiwhetu – Justice Joe Williams, Claire Charters, Mahara Okeroa, Mana whenua speaker
Orakei – Naida Glavish, Karl Johnston, Mana whenua speaker
Hoani Waititi – Sir Pita Sharples, Mana whenua speaker
Slide 15
Mana Tangata
Develop a cultural passport
Pepeha specific for all offices
HRC waiata
HRC haka
HRC karakia
HRC Whakatauki
Cultural protocols
Knowledge of mana whenua, iwi and hapu boundaries and organisations
Knowledge of make up of Maori society
Te Reo Maori pronunciation
Knowledge of Te Tiriti and its significance
Current iwi issues and dynamics – and differences (not all Maori are the same)
NZ human rights needs framework – epistemology, knowledge codes
Baseline cultural needs assessment
Revised Te Mana i Waitangi induction programme
Development of a cultural toolkit and resources for staff
Learning and development pathways - poutama
Slide 16
Mana Whare
Strategic and business planning processes
Policies – TBO policy, recruitment, manaaki, tikanga, and any others (research good practice models)
Decision-making
Governance
Reporting
KPI’s & Professional development
Organisational structure and resources
Slide 17
Mana Tikanga
Develop a HRC cultural identity
Taonga commissioned to tell our story (whakapapa)
Learning our cultural story and whakapapa (pepeha)
Website design – what do we look like online (presence)
Physical environment (workplace)
How we present ourselves as a TBO (behaviours)
Slide 18
Human Rights dimensions
Slide 19
Guiding statements