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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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