A strategy for building bridges of understanding between mainstream and Māori

Transcription

1 A strategy for building bridges of understanding between mainstream and Māori Making a difference Ko nga rereketanga te oranga

2 Your comments and feedback on this publication are welcome at ATTTO 2011 Edition 1, August 2011 WARNING All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of ATTTO.

3 Mihi...2 Greeting...3 Foreword Introduction Purpose...6 Background...6 ATTTO...8 ATTTO's current capacity...9 A Maori Strategy for ATTTO ATTTO's Processes and Procedures The Workforce Strategy Strategic context Government Strategy There has never been a better time Strategic Alignment Strategy Outcomes Action Plan...20 Evaluating and monitoring responsiveness Evaluation...22 Monitoring...22 Appendix Implementation Plan Ko Nga Rereketanga Te Oranga...24 Creating pathways for young people into tourism Pictures used throughout this document were taken at the first Cultural Tourism Gateway Camp a joint initiative between ATTTO and Te Hana Te Ao Marama Maori Cultural Village.

4 2 Mihi He Rautaki Maori ko nga Rereketanga te oranga tenei mo nga mahi a ATTTO: Aviation Whakahaere rererangi Tourism Tapoi Travel Tawhe Training Organisation Roopu waananga Uia mai koe ki ahau he aha te mea nui i te Ao Maku e ki atu He tangata, he tangata, he tangata. If you should ask me what is the most important thing in the world Then I have to say it is people, it is people, it is people. E nga mana e nga reo huri noa, tena koutou katoa Ka mihi kia ratou kua mene atu ki te po, haere, haere, haere atu ra Kia tatou te hunga e noho ora nei i runga i te mata o te whenua Tena koutou, tena ano tatou katoa. Ka mihi kau ake ki nga amorangi, nga kai arahi me nga kai mahi katoa o te roopu o ATTTO. Na to kaha, to maia me to toa kua whai tinana kua whai wairua te kaupapa Rautaki Maori Ko nga Rereketanga te oranga. He mahi hohonu, he mahi rangatira tenei. Ko tona tikanga kei roto i te ngakau mohio me te whakaaro i hangaia te kaupapa nei mo nga kai mahi ake o ATTTO. Ko nga whainga, ko te whakapumau te whakawhanaungatanga ki te iwi Maori, he mea nui tena. Kia matatau ki nga tikanga Maori, kia aro atu ki te iwi Maori me ona hehia. Kia neke atu te nuinga o te Maori ki roto i nga mahi maha me nga kaupapa o tenei roopu whakahaere. Kia tirohia me he huarahi ano ka puta ai e hua, he manaakitanga, ahakoa he aha te rereke. No reira, ka nui te mihi ki tenei taonga, mo tenei tutukitanga. Ko te tumanako kia puawai te kaupapa, kia whai hua, kia puta he oranga, he manaakitanga hoki. ATTTO / Ko Nga rereketanga te oranga

5 Greeting Greetings to all respected people. Greetings to those who have passed on but are not forgotten. Greetings to all the living that inhabit the earth. Greetings to the management and staff of ATTTO. Through your strength, determination and dedication to duty, a Maori Strategy Making a Difference is born. This is an important piece of work. The purpose and objectives are clearly designed for the benefit of ATTTO staff, to establish effective and long serving relationships with Maori, to be culturally aware and responsive to Maori and their tikanga, to increase Maori participation in ATTTO activities and to look at different ways to make a difference. Therefore, greetings are expressed to acknowledge this achievement, with the hope that the kaupapa will prosper and bring benefits to all who embrace it. Tihei mauriora Matua Harris Shortland Kaumatua 3

6 The gateway to Te Hana Te Ao Marama. 4 ATTTO / Ko Nga rereketanga te oranga

7 Foreword 5 Tena Koutou Katoa Lifting the bar for Maori participation and achievement in industry training, education and business development is a sure way towards Maori economic sustainability and prosperity. Making a Difference Ko Nga Rereketanga Te Oranga is an exciting step forward for ATTTO. It is an opportunity for us to honour our commitment to better respond to Maori; and to explore how best to increase the level of Maori participation in the aviation, tourism, travel and museum industries. It is a strategy for building bridges of understanding between a mainstream organisational perspective on issues and a kaupapa Maori perspective. We want to forge important links for the reciprocal benefits to both ATTTO and Maori. Kaumatua Dick Grace and Elizabeth Valentine, CEO of ATTTO. I believe there has never been a better time for Making a Difference Ko Nga Rereketanga Te Oranga than now. ATTTO has been through much change and growth, we have developed a one team approach to the way we do business. This means working together, learning together and walking the talk together. I am confident that Making a Difference Ko Nga Rereketanga Te Oranga will achieve many positive outcomes for Maori now and in the future to come. He mihi nui ki a koutou Elizabeth Valentine ATTTO / Making a difference

8 6 Introduction Purpose Making a Difference Ko nga Rereketanga te Oranga is the first Maori strategy for ATTTO. Its main purpose is to guide the organisation through establishing, developing and maintaining long term relationships with Maori. Through implementing this strategy we intend to foster ongoing dialogue about how best to lift the level of Maori participation in the aviation, tourism, travel and museum industries. ATTTO is committed to an increase in: The number of Maori workers and trainees throughout our industries An awareness of the functions of ATTTO within the Maori community and of the industry training opportunities and choices available Engagement with Maori industry business owners Contributing to Maori progression to higher positions Career pathways and Modern Apprenticeships for Maori Certificate and Diploma level completions for Maori. Establishing long term relationships with Maori will help to achieve these goals, and in turn will provide reciprocal benefits to ATTTO and Maori. Making a Difference Ko nga Rereketanga te Oranga provides a range of initiatives that will contribute towards achieving these benefits. Background The ATTTO acknowledges the unique status of Maori as the tangata whenua 1 of this land, and is committed to ensuring that the participation levels of Maori across our sectors are an accurate reflection of the 15% Maori representation of the total population of Aotearoa New Zealand. The Maori population has a high growth rate, with an average annual increase of 1.2% compared to non-maori with an annual average increase of 0.6%. Between 2006 and 2021 the Maori population is expected to grow by 20%, but this does not necessarily mean that the Maori workforce will grow at the same pace. Historically, Maori have had relatively low levels of participation in the workforce compared to the total working-age population 2, however a recent report published by the Department of Labour states that disparities between Maori and non-maori participation are narrowing. The biggest increase has been in the building and construction industries. 1 Tangata Whenua are the people of the land. Tangata means people and whenua means land. Traditionally when a person was born, their afterbirth (also known as whenua) was buried in their homeland. This represented the physical and spiritual connection between the person and the land. ATTTO 2009 Maori in Museums p Statistics New Zealand, 2009, Household Labour Force Survey Population Rebase: December 2008 Quarter Report p.5.

9 7 In the industry training sector, Maori are best represented in the Forestry, Agriculture, and Building and Construction areas. In the industries covered by ATTTO, the participation level of Maori currently stands at just over 11% of the total number of registered trainees, the majority of which are in the tourism sector. ATTTO is a mainstream organisation and has a role in ensuring that Maori representation and participation is increased across its sectors, and that Maori are aware of the employment, education and business choices they can make through industry training. As a mainstream organisation ATTTO can never adopt a by Maori for Maori approach 3. ATTTO s point of difference however, is its commitment to applying a with Maori for Maori approach 4, and in acknowledging the value of Tikanga Maori practices and how ATTTO can best align these practices to business activities. This means that in order to benefit Maori from within a mainstream organisation, strategy and investment procedures need to be approached in some very specific ways. ATTTO approaches all opportunities with a kaupapa or philosophy of partnership, collaboration and building bridges of understanding that are ultimately mutually beneficial and which also specifically benefit Maori. ATTTO believes in: Doing things differently to make a difference. Te Hana Tourism Gateway Camp. Preparing the hangi. 3 A contemporary term which has evolved to mean services provided by Maori kaupapa organisations for Maori audiences in a way that is conducive to the values and practices of Tikanga Maori. 4 A new term which means ATTTO working in partnership with Maori for a Maori audience in a way that is conducive to the values and practices of Tikanga Maori.

10 ATTTO 8 ATTTO is the Industry Training Organisation (ITO) for the aviation, tourism, travel and museums industries in New Zealand. ATTTO is responsible, under the Industry Training Act and the Industry Training Amendment Act, for effectively and efficiently: Setting the skill standards for the industry; Developing arrangements for the delivery of training (on and off the job) Developing arrangements for the monitoring of training and assessment of trainees (on and off the job) Providing leadership within industry on matters relating to skills and training needs by: identifying current and future skill needs developing strategic training plans to assist the industry to meet those needs, and promoting training that will meet those needs to employers and employees Developing arrangements for the collective representation of employees in the governance of the organisation. ATTTO takes its leadership role seriously and has undertaken major research designed to make a significant positive impact on skills and training development in New Zealand. Such research includes providing accessible descriptions of industry skills and education requirements through the Career Maps and Pathways Project (phase two of which is NZ Skills Connect). Specific Sector Skills Strategy s are also being developed. The tourism strategy in particular has a Maori research component, designed to improve the quality of training and qualifications in terms of them being a better match to the skill needs of the industry. ATTTO has also taken a lead role in the i-site Cultural Training Programme. This is a programme which aims to: Train frontline i-site staff about local Maori stories and customs Better equip i-site staff to promote reputable Maori Tourism operators from a position of improved understanding and partnership Provide genuine Marae-based learning experiences. The current approach developed for this programme has proven to be an excellent partnership delivery model of training facilitated by industry for industry with local tangata whenua and Maori tourism operators. ATTTO / Ko Nga rereketanga te oranga

11 ATTTO's current capacity In 2008 the new position of National Manager, Cultural Awareness and was established, and in 2011 the position of Cultural Awareness and Advisor was established. This move reflects ATTTO s commitment to better understanding and responding to Maori and Pacific customers and stakeholders. A key function of the manager's position is to develop and implement initiatives of the ATTTO Cultural Strategy, including the uptake and support of Maori Tourism-related education and training, with the assistance from the advisor. The positions also involve working with industry and communities to develop plans for further increasing participation and skill levels of Maori and Pacific peoples in the aviation, tourism, travel and museums sectors. 9 The manager's position is a strategic role and is placed at senior management level. This allows access to the operational staff within ATTTO indirectly through each of the general managers. This approach ensures close contact with each of the business units and means that cultural awareness and development is a shared responsibility. The following diagram illustrates the structure. CHIEF EXECUTIVE General Manager Business Services General Manager Workforce and Business National Manager Cultural Awareness and STAFF Access to management, staff and resources ATTTO / Making a difference

12 10 A Maori Strategy for ATTTO Working with flax at Te Hana. The Making a Difference Ko nga Rereketanga te Oranga Strategy forms one arm of the ATTTO Cultural Strategy The other arm is the review and update of ATTTO s Pasifika Strategy. The Maori arm provides a framework through which ATTTO can contribute to Maori workforce training, development and business needs. As an organisation ATTTO is increasingly building capability to ensure that its contribution to Maori is more effective. ATTTO / Ko Nga rereketanga te oranga

13 As an Industry Training Organisation, ATTTO works closely with representatives of each of the sectors to ensure that the voice of customers and stakeholders are represented. This includes: 11 Industry Associations. These are the peak bodies from whom ATTTO takes its main strategic focus. In particular, ATTTO works closely with the New Zealand Maori Tourism Council to align with their strategy and ensure their participation and perspective is taken into account. ATTTO collaborates and forms partnerships with this Council on research projects and service delivery programmes, and utilises their vast regional network of Maori Regional Tourism Organisations as a means to reach the individual Maori Tourism Operator. Sector Training Councils. These are made up of workplace and association representatives who articulate skills, education and training needs of their sectors and advise on other associated requirements. There is a Maori co-chair for the Tourism Sector Training Council, and one due to be appointed for the Museums Sector Training Council. The New Zealand Qualifications Authority (NZQA) Whakaruruhau Group. This is made up of Maori people with the technical knowledge and skills required to develop and review Maori qualifications on the National Qualifications Framework. This group currently holds the kaitiakitanga 5 of the Maori Tourism Unit Standards. ATTTO has accreditation authority to facilitate the delivery of these unit standards and qualifications. The National Manager, Cultural Awareness and, is part of this group. The Strategy acknowledges and recognises the various areas within ATTTO that need to engage with Maori, such as: Regionally through the Business Advisors in the Workforce and Business team Qualification development, review and assessment through the Quality Systems and Qualifications team Resource development, communications, marketing, and school and tertiary liaison through the Workforce and Business team Customer and mentoring services to existing customers through The Hub. The Implementation Plan at Appendix I shows the links between the initiatives outlined in this Strategy, ATTTO s business units, and what each area is involved with and responsible for. 5 Kaitiakitanga means guardianship and is not limited to the physical aspect of caring for something, it also implies that the spiritual, conceptual, intellectual, cultural aspects and the environment are also recognised. ATTTO 2009 Maori in Museums p.61

14 12 ATTTO s Processes and Procedures ATTTO processes and procedures have been developed to a highly strategic level. They allow for an integrated approach to the implementation of the initiatives contained in this strategy. For instance, the workforce development planning process places the short, medium and long term training needs of a specific industry or group within a wider view of how the industry attracts, screens, recruits, develops and quality assures education and training. The benefit of this approach ensures that any planning process that is specifically targeted towards Maori is viewed inclusive of the bigger picture, rather than in isolation. The workforce development framework is illustrated on the next page. All aspects of the planning process have implications for Maori. ATTTO is committed through the Tourism sector in particular, to consult with Maori to ensure their interests are articulated in the Tourism Workforce Strategy. ATTTO is also committed to embedding appropriate Tikanga Maori practices into how we do our business in an attempt to getting things right. Te Hana Tourism Gateway Camp. Food preparation for the hangi. ATTTO / Ko Nga rereketanga te oranga

15 The Workforce Strategy 13 PROMOTING OUR INDUSTRY SELECTING FOR SUCCESS STARTING IN A NEW ROLE GAINING NEW SKILLS AT WORK RECOGNISING SUCCESS KEEPING THE INVESTMENT Careers Promotion Learner Screening Job role analysis and Staff Selection Career pathways Job screening Multiple Industry criteria communication and industry and information standards channels eg. Selection for NZSkillsConnect, pre-employment ITO websites, courses newsletters, Numeracy and schools, literacy screening promotional Work and Income activities programmes Career Expos Pre-employment Industry training through promotions providers Industry Job placements guidelines for pre- and recruiting employment education and training School-based training eg. Gateway Induction and Training Sign-up Induction training Training agreements Learning needs assessment Individual development planning (for current role and projected job role changes and growth in role) Individual learning plans E-portfolios Learning and for the Job Role Work-based learning programmes Off-job education Workplace trainers Learning materials Workplace assessment E-learning products Provider based off-job training Assessment and Certification Workplace evidence Performance indicators Workplace assessors National assessment tools and guidelines Assessment against national standards Registration and licensing Off-job exams and assessment Retention and On-going Professional Individual development planning for future roles On-going professional development Management education and training Career Quality Assurance Processes Review and revision of components of the workforce development framework (eg. national qualifications, learning materials, promotional activities, industry best practice exemplars) Moderation of assessments against national standards Industry consultation and ATTTO Training Council engagement Monitoring and research by industry associations and ATTTO workforce planning and strategic training plans ATTTO / Making a difference

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17 15 Strategic context ATTTO / Making a difference

18 Government Strategy 16 The Government s Tertiary Education Strategy has four priority outcomes, the emphasis of which is to increase effort and in some cases investment in order to achieve a shift in the system. The Government expects that the Tertiary Education Commission (TEC) will use these priority outcomes to guide its investment discussions. The priority outcomes and the link to Maori achievement are 6 : 1. Increasing educational success for young New Zealanders more achieving qualifications at level four and above by age 25. Maori are more likely to enrol in qualifications at levels one to three. To succeed in achieving this priority outcome it is important to have in place the necessary systems and structures to support Maori educational success. 2. Increasing literacy and numeracy levels for the workforce. It is estimated that around 37 percent of Maori have document literacy at level one and a further 36 percent at level two. Building literacy and numeracy skills for Maori will enhance the development of Maori economic, employment and business opportunities. To succeed in achieving this priority outcome, industry training organisations among others need to work with businesses, workplaces, individuals and communities to improve literacy and numeracy levels. 3. Increasing the achievement of advanced trade, technical and professional qualifications to meet regional and national industry needs. Maori participation is mainly focused in a narrow range of trades with high participation by Maori men. To succeed in achieving this priority outcome we need to build on this base and increase achievement across a range of qualifications to support Maori economic development. Increasingly Maori economic development is reliant on leadership and management capability. 4. Improving research connections and linkages to create economic opportunities. Maori are managing and developing more and more of their collective assets to realise economic gains for themselves. Research has a critical role to play in realising the full potential of these assets. Researchers need to work more effectively with Maori, businesses and communities to find solutions and to identify commercial opportunities. ATTTO has the capability to contribute to each of the priority outcomes. 6 Tertiary Education Strategy P.30pp ATTTO / Ko Nga rereketanga te oranga

19 17 Te Hana Tourism Gateway Camp participants. There has never been a better time... We at ATTTO believe there has never been a better time to get involved and stay involved in training in our sectors. Education, training and capability building are vitally important during these tough times. At the Prime Minister s Job Summit in February 2009 this message was reinforced consistently with priorities for industry training and tourism being identified amongst the top actions to be followed up. Also mentioned among the top twenty was the need to remove barriers and to increase enablers/incentives to ensure that the education and training system is well-placed to meet current needs and opportunities including a specific focus on Maori/Pacific people. There has never been a better time than now to launch a strategy for building bridges of understanding between ATTTO and Maori. ATTTO has been through much change and growth and has now adopted a one team approach to the way business is done. This means, among many things, creating a collective capacity of tikanga 7 Maori knowledge, awareness and confidence from which the team can move forward together to achieve positive outcomes for Maori. Strategic Alignment Strategic alignment is critical to making sure important work doesn t happen in isolation. It s really important that Making a Difference Ko nga Rereketanga te Oranga is embedded into both the what and how of ATTTO s planning as well as actions. We want everyone in the organisation to share in making this happen rather than this being down to just one or two people. The following table is an illustration of how the Strategy links with ATTTO s key strategic areas and the principles of the Treaty of Waitangi. 7 The values that are important to Maori are known as tikanga. Tika means correct, therefore tikanga means the correct or right things to do. They are the guiding principles that govern the way in which Maori interact with people. ATTTO 2009 Maori in Museums p.51 ATTTO / Making a difference

20 TREATY OF WAITANGI 18 Explanation of the Principle Partnership The Treaty guarantees to Maori people a share in the decision-making power in organisations at all levels Protection The Treaty guarantees to Maori people the power to define and protect treasures Participation The Treaty guarantees Maori people equality of opportunity and outcomes ATTTO Key Strategic Areas Strategic Leadership This fulfils our role as an industry training organisation and strongly connects us with our key stakeholders Operational Excellence This ensures that we have the people, culture and internal policies, systems and processes that enable great services Build the Business This ensures our products and services are high quality and highly relevant to our industries as measured by customer satisfaction MAORI STRATEGY KEY THEMES Build Financial Strength This ensures we have funds to reinvest in staff and value add projects for the industry Key Operational Areas Preparedness Responsiveness 1. Organisational Capability Ensure the learning needs and training aspirations of Maori are reflected in ATTTO development, planning and delivery of services, policies and processes 2. People Capability Build Board and staff awareness, capabilities and knowledge of Maori issues and tikanga Maori to enhance and increase our responsiveness to Maori 3. Effective Engagement 4. Collaboration/ Joint Ventures Build and maintain credible long-term relationships with Maori Work collaboratively with other agencies and stakeholders to improve training, education and employment outcomes for Maori

21 The TEC provides approximately 80 percent of ATTTO s funding, and as a recipient of government funds, ATTTO has a responsibility to have due regard to the articles and principles of the Treaty of Waitangi in the conduct of its business. The table above illustrates how ATTTO s key strategic areas align to the principle Strategy Outcomes The Maori Strategy is designed specifically for ATTTO staff. As outlined in the diagram above the four key themes are aimed at being prepared internally so ATTTO can effectively respond externally. To be prepared means: adopting an organisational culture that is conducive to correct Maori procedures and protocols. It also means developing a good level of awareness, knowledge and confidence among staff in ways that are inclusive and non-threatening. To be able to respond means: engaging with Maori preferably kanohi ki te kanohi (face to face) and addressing their needs in a manner that is equitable and beneficial to both parties. The short and medium term outcomes of the Maori Strategy are: Maori participation in all areas of ATTTO business activities is increased ATTTO has culturally knowledgeable staff that are aware and confident in working with Maori ATTTO is better able to build effective, long-term relationships with Maori ATTTO has established collaborative working arrangements to improve training, education and employment outcomes for Maori. The long term outcomes are: Recognition by Maori that ATTTO is a trustworthy, reliable, leading edge organisation following best practice methods and who walk the talk High levels of Maori (above 15 percent) participation throughout our sectors High levels of Maori (above 15 percent) achieving qualifications An increased number of competent Maori staff at ATTTO. 8 These are the three commonly referred to principles that have evolved since the passing of the Treaty of Waitangi Act ATTTO / Making a difference

22 Action Plan 20 Goal GOAL Desired Desired outcomes outcomes Maori participation in all areas of ATTTO business activities is increased. 2 ATTTO has culturally knowledgeable staff that are aware and confident in working with Maori. 3 ATTTO is better able to build effective long-term relationships with Maori. 4 ATTTO has established collaborative working arrangements to improve training, education and employment outcomes for Maori. ATTTO will incorporate a Maori perspective through its corporate documents, policies and procedures which will be monitored and updated regularly. ATTTO s organisational culture will be conducive to correct Maori procedures and protocols. ATTTO will provide appropriate staff training initiatives that cover: Treaty of Waitangi and its relevance to ATTTO Maori structures and systems particularly the interpretation of Kaitiakitanga and Maanakitanga in a tourism context Maori beliefs and values particularly around correct pronunciation and phrases, and being welcomed onto a Marae and what that entails. Kanohi ki te kanohi engagement is valued. Ongoing effective relationships established with all the MRTO s and major Maori stakeholders throughout the country. Attendance at Tourism Maori fora will be maintained. Ongoing effective funding relationships established with funding providers such as Te Puni Kokiri and Ako Aotearoa. Memorandum of Understanding signed with NZMTC relating to participation and consultation in workforce development research. Collaboration opportunities explored with Te Whare Wananga o Awanuiarangi and Te Whare Wananga o Raukawa. Collaboration opportunities established with other ITO s eg: SITA Group Maori, Te Rautaki Maori Consortium. ATTTO s ability to engage with Maori is currently not at an optimal level. ATTTO / Ko Nga rereketanga te oranga

23 21 Evaluating and monitoring responsiveness ATTTO / Making a difference

24 Evaluation 22 The Maori Strategy outlines a range of initiatives that will establish and uphold an effective standard of engagement. Evaluating ATTTO s ability to engage is about measuring and assessing performance. Performance can be defined as the progress made towards the achievement of results and the results will be viewed in two ways: Quantitative Increased numbers of Maori participating in training, in Modern Apprenticeships, and in achieving qualifications agreed on an annual basis Increased number of effective relationships and partnerships formed Number of ATTTO staff attending staff cultural training Number of policies and procedures adapted to incorporate a Maori perspective. Qualitative Measurement against the agreed learning outcomes of staff training Evidence of increased levels of staff competency in Te Reo Maori me nga Tikanga Evidence of high levels of awareness, understanding and satisfaction among Maori of ATTTO and requests for focused programmes Evidence of success stories. Monitoring The Implementation Plan records a range of deliverables whose responsibility spreads across the organisation. Progress against the deliverables will be monitored on an annual basis during the personal performance process. ATTTO / Ko Nga rereketanga te oranga

25 23 Appendix ATTTO / Making a difference

26 Implementation Plan Ko Nga Rereketanga Te Oranga 24 Objective, Outcome and Deliverables 1. ORGANISATIONAL CAPABILITY Objective Ensure the learning needs and training aspirations of Maori are reflected in ATTTO s development, planning and delivery of services, policies, procedures and processes. Outcome Maori participation increased in all areas of ATTTO business activities. Deliverables ATTTO will increase the involvement of Maori experts in the production of documentation, policies, procedures and processes that are highly responsive to Maori. It will involve: 2010 Cultural Awareness and Developing a Cultural Policy for ATTTO. Participating in the Whakaruruhau to best align Tourism qualifications Business Services Ensuring all new documents and policies include a Maori element. Workforce and Business Developing resource and ensuring Maori imagery and concept is reflected throughout resources. Ensuring a Maori element is incorporated into the Design Brief process. Ensuring National Manager Cultural Awareness and input at quarterly staff days. Quality Systems and Qualifications Ensuring National Manager Cultural Awareness and input at meetings and discussions as and when required. Ensuring Maori participation at IAG meetings ( to be agreed on an annual basis) Cultural Awareness and Developing promotional item for Maori audiences at events. Developing Maori and Pasifika fact sheets for ATTTO Desk File. Updating and maintaining a list of key Maori stakeholders on ITOMIC. Maintaining good relationships with key Maori stakeholders. Maintaining good relationship with NZQA Maori Qualifications Services and Whakaruruhau to help pave the way for schools re provision and assessment of the Maori Resource Cultural package. Business Services Supporting the development of promotional item for Maori audiences at events. Supporting the development of Maori and Pasifika fact sheets for ATTTO Desk File. Ensuring all new documents and policies include a Maori element. Ensuring National Manager CA & D input at staff days. Workforce and Business Ensuring National Manager CA & D input at staff days. Ensuring Maori participation at IAG meetings. ATTTO / Ko Nga rereketanga te oranga

27 Objective, Outcome and Deliverables 2. PEOPLE CAPABILITY Objective Build board and staff awareness, capabilities and knowledge of Maori issues and tikanga Maori to enhance and increase our industry training responsiveness to Maori. Outcome Culturally knowledgeable staff that are confident and capable of working with Maori. Deliverables ATTTO will facilitate and support appropriate board and staff training to raise the level of understanding and knowledge so that they are able to engage with Maori confidently and effectively. It will involve: 2010 Cultural Awareness and Organising ATTTO s Marae stay and the associated training and preparation required for a successful experience. Developing a Tikanga Maori Resource Booklet for staff. Implementing other staff training options. Ensuring that training is conducted in a manner that respects Maori values and supports Maori cultural processes. Working collaboratively with the Whakaruruhau. Business Services Incorporating individual KPI s relative to Maori Strategy into personal performance agreements. Workforce and Business Being aware of who the key people are in the Maori media sector and utilizing their services. Taking advantage of opportunities to participate in external powhiri and Hui. Developing a profile of who the key Maori people, businesses, community groups are in each of the Business Advisors and Education Relations Coordinators regions ( to be agreed on an annual basis) Cultural Awareness and Supporting the development of key Maori messages for frontline staff. Helping to write press releases celebrating Maori as and when required. Organising an ATTTO Day for staff to complete the unit standards contained in the Maori Resource Cultural Package. Organising appropriate information and staff activities relative to the Matariki season and Te Wiki o te reo Maori. Ensuring that training is conducted in a manner that respects Maori values and supports Maori cultural processes. Business Services Incorporating individual KPI s relative to Maori Strategy into personal performance agreements. Workforce and Business Taking advantage of opportunities to participate in external powhiri, mihi whakatau and Hui. 25 Quality Systems and Qualifications Taking advantage of opportunities to participate in external powhiri and Hui. Demonstrating good ability to include Tikanga Maori approaches or content into qualification development.

28 26 Objective, Outcome and Deliverables 3. EFFECTIVE ENGAGEMENT Objective Build and maintain credible long-term relationships with Maori stakeholders. Outcome Effective long-term relationships established. Deliverables ATTTO will build and maintain credible, longterm relationships with Maori that are mutually beneficial. It will involve: 2010 Cultural Awareness and Maintaining strategic relationships with key Maori stakeholders. Supporting Maori co-chairs of training councils. Maintaining a database of key Maori contacts for all staff to use. Attending and participating in all relevant Hui. Business Services Making best use of database of key Maori contacts as and when required. Developing own network of Maori contacts. Workforce and Business Organising visits with the National Manager Cultural Awareness & to those regions that have requested our presence. Making best use of database of key Maori contacts as and when required. Developing own network of Maori contacts. Attending and participating in all relevant Hui. Increasing the number of Maori trainees, MAs and RTWs with Maori businesses. Quality Systems and Qualifications Making best use of database of key Maori contacts as and when required. Developing own network of Maori contacts ( to be agreed on an annual basis) Cultural Awareness and Organising and facilitating the Maori Tourism Regional Visit programme to five regions and coordinating the necessary follow-up work. Working proactively and supporting the New Zealand Maori Tourism Council in collaboration with Hsi and Skills Active to develop the Action Plan for their strategy Te Pae Tawhiti. Attending and participating in all relevant Hui and regional expos. Business Services Supporting the sale of the Maori Cultural Resource package as and when required. Supporting the Maori Tourism Regional Visits as and when required. Making best use of database of key Maori contacts as and when required. Developing own network of Maori contacts. Attending and participating in all relevant Hui and regional expos as and when required. Workforce and Business Supporting the sale of the Maori Cultural Resource package at the regional multi ITO School Road shows. Increasing awareness and contacts with Maori stakeholders during the regional multi ITO School Road shows. Supporting and attending the Maori Tourism Regional Visit programme and follow-up sign-up of trainee/ employer agreements. ATTTO / Ko Nga rereketanga te oranga

29 Objective, Outcome and Deliverables 3. EFFECTIVE ENGAGEMENT 4. JOINT VENTURE OPPORTUNITIES Objective Work collaboratively with other agencies and stakeholders to improve training, education and employment outcomes for Maori. Outcome Collaborative working arrangements to improve training, education and employment outcomes for Maori established. Deliverables ATTTO will engage with other industry organisations and Maori groups and communities to improve training, education and employment outcomes for Maori. It will involve: 2010 Cultural Awareness and Keeping abreast of wider sector issues and bring them to the attention of SMT. Raising the profile of ATTTO among Maori. Submitting funding proposals to prospective funders. Exploring opportunities to enter into joint venture arrangements. Developing and facilitate programmes. Participating in key sector research projects that will be of strategic benefit to Maori. Working collaboratively with the Whakaruruhau. Business Services Supporting and participating in joint venture opportunities as they arise. Workforce and Business Supporting and participating in joint venture opportunities as they arise. Exploring and developing joint marketing and sales opportunities. Investigating opportunities to raise the profile of ATTTO through school liaison initiatives. Quality Systems and Qualifications Supporting and participating in joint venture opportunities as they arise. Including Maori in Industry Advisory Groups as appropriate ( to be agreed on an annual basis) Making best use of database of key Maori contacts as and when required. Developing own network of Maori contacts. Attending and participating in all relevant Hui and regional expos. Cultural Awareness and Keeping abreast of wider sector issues and bringing them to the attention of SMT. Raising the profile of ATTTO among Maori. Based on the findings from the Maori Tourism Regional Visits, submitting funding proposals to prospective funders. Exploring opportunities to enter into joint venture arrangements with Te Whare Wananga o Awanuiarangi. Subject to funding approval working collaboratively with the NZMTC on their prospective research project into Maori Tourism. Working collaboratively with the MQS and Whakaruruhau. Business Services Supporting and participating in joint venture opportunities as they arise. Workforce and Business Supporting and participating in joint venture opportunities as they arise. Exploring and developing joint marketing and sales opportunities. Investigating opportunities to raise the profile of ATTTO through school liaison initiatives. 27

30 Notes 28 ATTTO / Ko Nga rereketanga te oranga

31 Notes 29 ATTTO / Making a difference

32 Level 13, Plimmer Towers 2 6 Gilmer Terrace, Wellington 6011 PO Box 6466, Marion Square Wellington 6141 T (04) F (04) info@attto.org.nz