Measuring performance and effectiveness for MÃƒÂ¤ori ... - Te Puni Kokiri

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PART 4 : MÄORI-SPECIFIC MEASURES AND THEIR CHARACTERISTICS : THE LESSONS FROM LITERATURE ON MÄORI WELLBEING 20 4.1 THE ABILITY OF MÄORI TO SUCCEED AS MÄORI A number of Mäori authors argue that Mäori wellbeing should be measured against Mäorispecific outcome indicators that are derived from their own culture and resources. In Te Puni Kökiri’s view, this argument can be equally valid for the measurement of agency or service performance. If only comparative measures are used, this assumes that Mäori must become ‘as good as’ other ethnic groups, when Mäori may aspire to be better or different. This has been called at times a deficit approach (Durie, 2003a, p.202; Durie et al., 2012, p.45). 4.2 MÄORI-SPECIFIC MEASURES ARE ATTUNED TO MÄORI REALITIES AND MÄORI WORLD VIEWS Durie (2003a, 2006) argues the Mäori-specific approach moves away from a comparative approach. The aim is not to compare Mäori with non-Mäori (or any other specific ethnic group), but to assess norms that are attuned to Mäori realities and Mäori world views (Durie, 2006). Durie argues that although universal indicators and measures can be applied to Mäori, as they can to other populations, there are additional unique characteristics of Mäori that require special measurement. Although Mäori are far from homogenous: “There are nonetheless sufficient commonalities to warrant treatment as a distinctive population…..” (Durie, 2003a, p. 312). Capturing participation as Mäori requires the use of Mäori-specific measures related to personal wellbeing. Mäori-specific measures are attuned to contemporary Mäori realities and Mäori world views (Durie, 2004). It is important to note the emphasis on contemporary Mäori society, as indigenous cultures are dynamic and responsive to the realities and needs of ‘their time’ (Henriksen, 2008, p.36). Examples of Mäori-specific measurement For instance, a Mäori-specific measure of adequate housing might take into account the level of provision for extended families and manuhiri. A measure of educational attainment might include measures that relate to the use and knowledge of Mäori language. Similarly Mäori-specific indicators for employment might include employment in Mäori-designated positions, participation in affirmative action programmes or participation in employment that supports Mäori cultural development (Durie, 2003a, p.315). It may also include ascertaining if the employment supported Mäori staff to be Mäori (e.g. whether the employment supports te reo Mäori in the workplace, and other Mäori cultural practices, such as leave or flexible working hours for tangi and other cultural responsibilities). The challenges posed by existing data collection methods In a similar vein, and in the context of measuring performance for Mäori, Statistics T E P U N I K Ö K I R I M E A S U R I N G P E R F O R M A N C E A N D E F F E C T I V E N E S S F O R M Ä O R I : K E Y T H E M E S F R O M T H E L I T E R A T U R E
New Zealand (2002) explains that historically governments have had their own reasons to collect statistics on Mäori, and that this has meant that Mäori statistics have tended to meet specific government needs (concurring with Durie’s view), rather than overall development aspirations of Mäori. Mäori statistics tend to represent non-Mäori analytical frameworks and philosophical approaches, fail to represent Mäori realities, and are based on the underlying assumptions that some Mäori have questioned the relevance of that data. 4.3 WELLBEING FOR THE INDIVIDUAL AND THE GROUP A key difference between Mäori writings and the domestic and international literature is their emphasis on measuring wellbeing for not just the individual but the group. Durie has consistently argued that indicators should be able to capture both the individual and the group (see Durie, 2003c; Durie et al., 2005c). Durie (2003a) suggests that in order to promote positive Mäori participation in society as Mäori 6 and in Mäori society, Mäori-specific measures must include some measurement at a level wider than the individual; otherwise they will not adequately reflect a Mäori world view. Humpage (2002, pp.192-3) notes: “Key indicators of economic status such as…..employment……do not account for the collective economic status of whänau (extended family), hapu and iwi. Nor do they take note of the culturally significant relationships between individuals and hapu/iwi or other Mäori groups (Kawharu, 2001, pp.3-4)”. 4.4 MEASURES CAPTURING WHÄNAU ADVANCEMENT Whänau – the foundation Mäori institution and most effective change agent Durie and several other Mäori academics (Durie, 2003a, 2003c, 2006; Durie, Fitzgerald, Kingi and Stevenson, 2003b; Durie et al., 2005c; Durie and Kingi, 2010) say that measuring the impact of a service on a client’s whänau is important because whänau is the foundation Mäori institution. Whänau has the potential to point its own members towards good outcomes in both the generic and Mäori sense. Whänau have also been identified as the most sustainable and effective agents of change for Mäori. The strength of using both individual and whänau measures Client and whänau impact measures (for service delivery) should include three different perspectives of the impact or outcome achieved, those of: the client and service provider; and a member of the client’s whänau. This would involve ascertaining their views of progress or lack thereof, against pretested questions at practical intervals (Durie and Kingi, 2010, p.36). The theory of measuring whänau impacts Therefore what is needed are measures that ascertain: how an intervention impacts on Mäori customers’ wellbeing as Mäori, and their relationships with their whänau 21 6 Mäori participation in society is about being able to participate while retaining a Mäori identity (Durie, 2003a, p.309). M Ä O R I - S P E C I F I C M E A S U R E S A N D T H E I R C H A R A C T E R I S T I C S : T H E L E S S O N S F R O M L I T E R A T U R E O N M Ä O R I W E L L B E I N G
Page 1 and 2: MÄTAURANGA KNOWLEDGE Ka möhio, ka
Page 3 and 4: C O N T E N T S 2 EXECUTIVE SUMMARY
Page 5 and 6: (Gill and Russell, 2011, p.8). As D
Page 7 and 8: PART 1 : INTRODUCTION 1.1 PURPOSE T
Page 9 and 10: Table One - examples of performance
Page 11 and 12: 2.2 NO ONE-SIZE-FITS-ALL - PERFORMA
Page 13 and 14: “In brief there is a prima facie
Page 15 and 16: PART 3 : COMPARATIVE MEASURES - GOO
Page 17 and 18: 3.3 CAPTURING VARIATION WITHIN MÄO
Page 19 and 20: quantified in the annual Social rep
Page 21: Raising performance between sites/o
Page 25 and 26: 4.6 MEASURES FOR MÄORI AS PART OF
Page 27 and 28: PART 5: KEY IMPLEMENTATION ISSUES F
Page 29 and 30: 5.4 THE NEED FOR FORETHOUGHT Much o
Page 31 and 32: GLOSSARY Aspirational goals Expecte
Page 33 and 34: A P P E N D I C E S
Page 35 and 36: The “Mäori Perspective” Report
Page 37 and 38: Illustrative examples of Hua Oranga
Page 39 and 40: Table Six - Measures for employment
Page 41 and 42: Donnell, A., and Social Programme E
Page 43 and 44: Kukutai, T. (2004) ‘The Problem o
Page 45 and 46: State Service Commission (2003a) Pu
Page 48: Te Puni Kökiri, Te Puni Kökiri Ho

Measuring performance and effectiveness for MÃƒÂ¤ori ... - Te Puni Kokiri

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