Gisborne Hospital Report - Health and Disability Commissioner
Gisborne Hospital Report - Health and Disability Commissioner
Gisborne Hospital Report - Health and Disability Commissioner
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<strong>Gisborne</strong> <strong>Hospital</strong> 1999 – 2000<br />
Introduction <strong>and</strong> Environment<br />
4. RELATIONS WITH MAORI<br />
4.1 My investigation team attended a number of hui in <strong>Gisborne</strong> <strong>and</strong> the<br />
surrounding areas. It was apparent from the hui <strong>and</strong> the associated interviews<br />
that relationships between THL <strong>and</strong> Maori could be significantly improved.<br />
4.2 The THL 2000-2001 Business Plan records that “the district has the highest<br />
proportion of people who identify with Maori ethnicity (45%) whilst the<br />
representation of other ethnic groups is below the national average”.<br />
4.3 Tairawhiti <strong>Health</strong>care has a Maori <strong>Health</strong> Manager (with 27 years<br />
leadership/management experience) who is a member of the Senior<br />
Management Group <strong>and</strong> reports directly to the Chief Executive. He explained<br />
that “the function of this position is to monitor, advise <strong>and</strong> advocate on all<br />
Maori related issues at all levels within THL, <strong>and</strong> to consult with staff,<br />
management <strong>and</strong> iwi on Maori health <strong>and</strong> policy issues”. The Maori <strong>Health</strong><br />
Manager facilitates the development of appropriate <strong>and</strong> culturally sensitive<br />
organisational <strong>and</strong> departmental policies <strong>and</strong> assists with support <strong>and</strong> advice<br />
for staff at all levels. The role involves an element of auditing, to ensure that<br />
staff – particularly new arrivals – are aware of Maori issues, <strong>and</strong> training of<br />
staff in all matters related to Maori culture <strong>and</strong> perceptions.<br />
4.4 The Business Plan includes goals aimed at meeting the needs of Maori in<br />
various services. They include the intention to undertake a cultural audit of<br />
each service in the medical <strong>and</strong> surgical services, <strong>and</strong> determining what<br />
holistic <strong>and</strong> person centered strategies mean for Maori in the Public <strong>Health</strong><br />
Unit. The Business Plan records the close working relationship with the two<br />
major Maori providers, Ngati Porou <strong>and</strong> Turanga <strong>Health</strong>.<br />
4.5 The new Clinical Director of Surgery stated that it is very important for THL<br />
to have something in place for new people coming in regarding cultural<br />
awareness <strong>and</strong> the Treaty of Waitangi. “It is a Maori area <strong>and</strong> it is very<br />
important to underst<strong>and</strong> the tapus about death <strong>and</strong> the Coroner <strong>and</strong> various<br />
rituals.”<br />
4.6 Recently employed overseas trained doctors reiterated the comment that THL<br />
needs to ensure that newcomers are familiar with the needs of Maori in the<br />
health care setting.<br />
4.7 At the hui attended by my investigation team, a range of issues pertaining to<br />
Maori health <strong>and</strong> the role of THL were raised. They included:<br />
“Cultural issues<br />
• The effect on Maori of there being no pathologist at <strong>Gisborne</strong><br />
• Issues around cultural appropriateness of treatment<br />
• Racism<br />
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