Māori Governance Qualifications Review Survey
Summary of Key Findings
Organisational Structure
1) By far the most commonly used structure was the Charitable Trust (21) followed by the Incorporated Society (11). The Ahu Whenua and “Not-for-profit” trust structures were next at third and fourth respectively. A noticeable gap in responses provided was the low number of participants on Māori land court trust entities.
Anecdotal evidence indicates the need for some form of quality training for trustees of these types of trusts. However, to be able to clearly identify the needs of trustees in these types of structures, and therefore the most effective form of training, further evidence is needed.
Core Generic Skills / Personal Qualities
2) In general, respondents either felt that the generic core skills for the Board Chair, Director and Trustee roles: only covered the core skills from a mainstream perspective; or were so generic, they could be applied in any context.
In the majority of cases, respondents added further to the generic core lists with a mix of both additional generic as well as culturally specific skills and qualities. Generally, comments reflect a mix of strategic and operational skills and personal qualities needed to “be able to operate within both Te Ao Māori and Te Ao Pākehā” contexts.
The skills and qualities identified in the survey would be commensurate to a Diploma Level 6 qualification on the New Zealand Qualifications Framework.
Qualification
1) Out of a total of thirty-one responses received, 20 respondents agreed that there was a need for a qualification/s focused specifically on the skills, knowledge and qualities needed to fulfil Governance Māori roles. Eight responded “No”, while three answered “Don’t know”.
Additional comments included:
· An incentive would be to provide the course cost-free.
· “Opportunity to complete a qualification should be considered as one way of gaining governance skills, knowledge and experience. Similar skills have been gained through attending over the years, land trust hui, hui-a-iwi, etc. and being with and learning from leaders in these forums”.
· “Perhaps most importantly, it is about having the ngākau for this work, because it is all about iwi, not the individual”.
2) Respondents indicated they would expect the following “value add” from a Māori Governance qualification/s:
· Content:
- Should teach you how to operate and understand your role and responsibilities in a diverse business or governance environment, whether you're a trustee, an employee a beneficiary (and particularly if you're being paid to work for or with people in these roles).
· Credibility:
- Any qualification must have credibility across the world, so it must be aligned to a nationally recognised qualification system, deliviered by nationally recognised providers and linked to internationally recognised documentation.
· Meeting needs:
- Should be: transferable; valued across all levels, areas and sectors; nationally recognised; and meets the current needs of relevant sectors, industries and iwi/hapū.
· Purpose and outcomes:
- Focuses on outcomes leading to a sound knowledge, understanding and experience in: whānau, hapū and iwi wellness and well-being; wealth creation; improving whānau, marae, hapū and iwi cultural, social, economic, environmental and educational capability; enhancing cultural identity; and contributes to Māori concepts of autonomy and self-determination.
· Context:
- Because of the growing influence and contribution of the Maori economy to NZ society, needs to prepare our future leaders to play on both the local and international stage.
· Approach:
- Entails a Maori worldview, approach and method with a focus on enhancing the value of the person and the attributes they bring to the organisation.
3) Out of a total of thirty-three responses, 21 agreed that there should be options for qualifications at different levels to reflect different governance roles and responsibilities. Ten responded “No”, while two answered “Don’t know”.
One respondent provided the following comment: “As short courses would probably suffice for post-graduates, they would probably not be the “target audience” for this proposed qualification”.
To that end, the likely “target audience” for such a qualification would be those looking to enhance their current knowledge, understanding and experience of governance theory and practice, with a particular focus on implementing in a kaupapa Māori organisational or trust context / environment.
Training and Delivery
1) Of the 109 responses received, 31 respondents identified Life Experience as the most common form of training undertaken / completed to date. This was followed next by Workshops and Seminars (26), then Short Courses (17), with Master’s Degrees (11) the fourth most common form of training undertaken.
2) Out of a total of thirty-four responses, 25 agreed that Governance Māori training would assist their organisation/trust in being better able to meet the needs and aspirations of owners/stakeholders. Six responded “No”, while three answered “Don’t know”.
3) The most preferred form of governance training was Workshops and Seminars, followed by Life Experience. The third most preferred option was Diploma Levels 5-6, followed by Certificates (levels 1-4) and short courses/papers an equal fourth. Master’s degree came next followed by Doctoral degree, Bachelor’s degree/Graduate diplomas then certificates and Bachelor’s Honours degree/Graduate diplomas and certificates respectively.
4) The most preferred form of delivery was by Block Course, followed by On-the-job-training. The third most preferred options were On-Line and Distance Training followed by Part-Time and Full-Time studies in fourth equal.
5) Five key features of effective delivery of Māori governance training identified through the survey were:
a) Utilise Maori world view perspectives.
b) Keep it relevant to Maori organisation contexts.
c) Use experiences and successful Maori governors in delivery of training.
d) Find ways to explain the similarities and value of both mainstream and Maori approaches to governance.
e) Help people to work out how this knowledge can be applied to their personal circumstances as governors.
Overall, the purpose of Māori Governance training was succinctly summarised by one respondent as follows: “Maori governance training should develop knowledge and skills from a Maori perspective, while at the same time reinforcing the necessity to have fundamental core skills”.