title: Kōkō Kehe

authors: Maxwell, Te Kahautu

abstract: This composition placed first in the Poi Composition section. Kōkō Kehe; this composition is about a fish species namely the Kehe. This composition talks about the appearance of this fish it has grennstone pounamu like colour and a moko tattoo pattern like that of a Māori male. It can only be caught on certain nights by a scoop net of kōkō. March is when the kehe is in its best condition to eat. The best relish for the kehe when eaten is a kūmara. This composition was performed by Ōpōtiki Mai Tawhiti at the Te Matatini World Championship Kapa Haka 2015.

text: Kōkō Kehe This composition placed first in the Poi Composition section. Kōkō Kehe; this composition is about a fish species namely the Kehe. This composition talks about the appearance of this fish it has grennstone pounamu like colour and a moko tattoo pattern like that of a Māori male. It can only be caught on certain nights by a scoop net of kōkō. March is when the kehe is in its best condition to eat. The best relish for the kehe when eaten is a kūmara. This composition was performed by Ōpōtiki Mai Tawhiti at the Te Matatini World Championship Kapa Haka 2015.

year: 2013-11-11

title: Te Aka Roa o Te Oranga, the far reaching vines of wellness: The development of a framework to evaluate alcohol and drug treatment for Māori

authors: Robertson, Paul

subjects: Maori

abstract: The impact of alcohol and other drug
problems for Māori is well documented.
Substance use has been implicated in a
range of physical and mental health
problems, and a variety of negative social
statistics such as high rates of imprisonment. To date there has been
little systematic documentation of treatment
practices, and limited operationalisation of
Māori health frameworks. The evaluation
of the outcomes of alcohol and other drug
treatments is an area in which there is a
paucity of documentation, in terms of
methods and frameworks for evaluation,
and actual data. Te Aka Roa O Te Oranga (TAROTO)
was developed from a range of projects
undertaken by the National Addiction
Centre. The TARATO evaluation framework
embraces a holistic perspective: developed
to examine the interaction between the
client, whānau, practitioner, and
service/organisation. The aim of the
framework is to clarify the complex
relationships and interactions between
stakeholders within the context of
treatment. It will also help to elucidate the
strengths and weaknesses of individual
services. Within this framework, a range of
indicators and outcomes of “successful
treatment” will be explored. The current project is the first phase of
a broader project that will make a
significant contribution to improvements in
Māori health via further developing
effective treatments of alcohol and other
drug related problems.

text: Te Aka Roa o Te Oranga, the far reaching vines of wellness: The development of a framework to evaluate alcohol and drug treatment for Māori The impact of alcohol and other drug
problems for Māori is well documented.
Substance use has been implicated in a
range of physical and mental health
problems, and a variety of negative social
statistics such as high rates of imprisonment. To date there has been
little systematic documentation of treatment
practices, and limited operationalisation of
Māori health frameworks. The evaluation
of the outcomes of alcohol and other drug
treatments is an area in which there is a
paucity of documentation, in terms of
methods and frameworks for evaluation,
and actual data. Te Aka Roa O Te Oranga (TAROTO)
was developed from a range of projects
undertaken by the National Addiction
Centre. The TARATO evaluation framework
embraces a holistic perspective: developed
to examine the interaction between the
client, whānau, practitioner, and
service/organisation. The aim of the
framework is to clarify the complex
relationships and interactions between
stakeholders within the context of
treatment. It will also help to elucidate the
strengths and weaknesses of individual
services. Within this framework, a range of
indicators and outcomes of “successful
treatment” will be explored. The current project is the first phase of
a broader project that will make a
significant contribution to improvements in
Māori health via further developing
effective treatments of alcohol and other
drug related problems.

year: 2003

title: A Normative Model For Strategic Planning

authors: Gillespie, Wendy

subjects: Strategic Planning

abstract: Abstract The thesis proposes a normative model for strategic planning using stakeholder theory as the primary theoretical framework. Development of the normative model is achieved by analysis of the literature and corroborative engagement with local government practitioners. Strategic planning processes in public sector agencies involve many challenges; the processes are directed by government but influenced by many stakeholders who have an interest in the outcomes. Effective management of the strategic planning process suggests it is important for organisations to identify how stakeholders use their status and position to influence the process and final decision. Organisations can then apply the appropriate processes to manage stakeholders‘ interests and expectations to improve the quality of information used to inform decision making and to improve accountability and transparency of decision making. A review of stakeholder theory identifies the fundamental requirements for effective stakeholder management. A further comprehensive review and analysis of the literature from sustainable development and strategic management allows a normative model for decision making to be developed based on those perspectives1. The model is then used to specify criteria for a targeted assessment of New Zealand government documentation and local authorities‘ statements and processes. 1 A model can be viewed as a likeness of something ((Frankfort-Nachmias & Nachmias, 1997). Frankfort-Nachmias and Nachmias go on to say that models are used to gain insight into phenomena that the scientist cannot observe directly. Hardina (2002) describes models as constructs used to understand or visualize patterns of relationships among concepts, individual, groups and organisations. In this case the final normative model is made up of literature and practitioner perspectives of reality. A Normative Model for Strategic Planning The scope and boundaries of the thesis are established through an initial analysis of four studies (international and New Zealand), an audit report, 28 local authorities‘ documents and New Zealand government legislation. The analysis highlights issues of understanding devolution, accountability, responsibility and participation in decision making. Selected local authority interviewees rate the characteristics and processes of the original normative model to provide feedback on the relative importance to local authorities‘ strategic planning processes. Furthermore, the interviewees share their views on the additional requirements to further improve the model. The final analysis distinguishes the differences between the original normative model (what may occur), how local authorities currently complete strategic planning (what does occur) and the modified normative model (what should occur). The thesis concludes with a modified normative model which if adopted by local authorities (or in fact other public sector agencies) has the potential to improve strategic planning through more effective stakeholder management.

text: A Normative Model For Strategic Planning Abstract The thesis proposes a normative model for strategic planning using stakeholder theory as the primary theoretical framework. Development of the normative model is achieved by analysis of the literature and corroborative engagement with local government practitioners. Strategic planning processes in public sector agencies involve many challenges; the processes are directed by government but influenced by many stakeholders who have an interest in the outcomes. Effective management of the strategic planning process suggests it is important for organisations to identify how stakeholders use their status and position to influence the process and final decision. Organisations can then apply the appropriate processes to manage stakeholders‘ interests and expectations to improve the quality of information used to inform decision making and to improve accountability and transparency of decision making. A review of stakeholder theory identifies the fundamental requirements for effective stakeholder management. A further comprehensive review and analysis of the literature from sustainable development and strategic management allows a normative model for decision making to be developed based on those perspectives1. The model is then used to specify criteria for a targeted assessment of New Zealand government documentation and local authorities‘ statements and processes. 1 A model can be viewed as a likeness of something ((Frankfort-Nachmias & Nachmias, 1997). Frankfort-Nachmias and Nachmias go on to say that models are used to gain insight into phenomena that the scientist cannot observe directly. Hardina (2002) describes models as constructs used to understand or visualize patterns of relationships among concepts, individual, groups and organisations. In this case the final normative model is made up of literature and practitioner perspectives of reality. A Normative Model for Strategic Planning The scope and boundaries of the thesis are established through an initial analysis of four studies (international and New Zealand), an audit report, 28 local authorities‘ documents and New Zealand government legislation. The analysis highlights issues of understanding devolution, accountability, responsibility and participation in decision making. Selected local authority interviewees rate the characteristics and processes of the original normative model to provide feedback on the relative importance to local authorities‘ strategic planning processes. Furthermore, the interviewees share their views on the additional requirements to further improve the model. The final analysis distinguishes the differences between the original normative model (what may occur), how local authorities currently complete strategic planning (what does occur) and the modified normative model (what should occur). The thesis concludes with a modified normative model which if adopted by local authorities (or in fact other public sector agencies) has the potential to improve strategic planning through more effective stakeholder management.

year: 2011