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

title: The age of quaternary surfaces at Waihi Beach

authors: Selby, Michael J.

abstract: The Waihi Beach surfaces were originally mapped and correlated with European surfaces of similar altitude by Kear and Waterhouse (1961). Exposures along the edges of the surfaces indicate that they are covered with volcanic ashes, the younger of which are of known age. It is the sub-ash surface which should be used for height correlations, and it is the most seaward ash-covered part of the surface which is preferred as the reference point for altitude studies. The heights of the surfaces may not correlate with positions of sea-level at the ages indicated by the ash beds.

text: The age of quaternary surfaces at Waihi Beach The Waihi Beach surfaces were originally mapped and correlated with European surfaces of similar altitude by Kear and Waterhouse (1961). Exposures along the edges of the surfaces indicate that they are covered with volcanic ashes, the younger of which are of known age. It is the sub-ash surface which should be used for height correlations, and it is the most seaward ash-covered part of the surface which is preferred as the reference point for altitude studies. The heights of the surfaces may not correlate with positions of sea-level at the ages indicated by the ash beds.

year: 1971

title: Kia matatau ki te reo: Factors influencing the development of proficiency in te reo Māori with adult learners

authors: Rātima, Matiu Tai

subjects: te reo Māori

abstract: This thesis sought to answer the question: what factors help or hinder adult Māori second language learners to become proficient speakers of te reo Māori? I ask this question at a moment in history when te reo, like other indigenous languages, sits on the edge of a precipice in terms of its survival as a living language. Ambivalence and inaction will almost certainly constitute a push towards oblivion. Nothing less than concerted effort can pull te reo back from the brink. But what kind of concerted effort is needed and how can individual learners optimise their efforts to learn te reo?
Te reo must survive because, as Sir James Henare put it, ‘ko te reo te hā o te Māoritanga’, meaning ‘the language is the essence of Māori culture.’ Without te reo the very survival of Māori people as Māori is in doubt. My questions and the thesis occupy a multidisciplinary space, drawing on research from adult second language acquisition, teaching pedagogy and language revitalisation. The thesis makes an original contribution to all three bodies of literature by examining data from a previously untapped source; successful adult Māori language learners. 
I interviewed 17 participants. All highly proficient second language speakers of te reo. All learned te reo as adults.  Adult second language learning of endangered languages is broadly acknowledged in Second Language Acquisition (SLA) as essential to re-establishing Intergenerational Transmission of Language (ITL) in the home to ensure an endangered language is passed on to future generations.
The interview questionnaire was based loosely on 10 help/hinder factors I identified through a review of the literature from the three research fields (adult second language acquisition, teaching pedagogy and language revitalisation). The ten factors identified in the review were; language aptitude, age, learner attitudes and motivation, learning strategies, instruction, agency and anxiety, wairua (the spiritual dimension), demography, language status, and language planning.

text: Kia matatau ki te reo: Factors influencing the development of proficiency in te reo Māori with adult learners This thesis sought to answer the question: what factors help or hinder adult Māori second language learners to become proficient speakers of te reo Māori? I ask this question at a moment in history when te reo, like other indigenous languages, sits on the edge of a precipice in terms of its survival as a living language. Ambivalence and inaction will almost certainly constitute a push towards oblivion. Nothing less than concerted effort can pull te reo back from the brink. But what kind of concerted effort is needed and how can individual learners optimise their efforts to learn te reo?
Te reo must survive because, as Sir James Henare put it, ‘ko te reo te hā o te Māoritanga’, meaning ‘the language is the essence of Māori culture.’ Without te reo the very survival of Māori people as Māori is in doubt. My questions and the thesis occupy a multidisciplinary space, drawing on research from adult second language acquisition, teaching pedagogy and language revitalisation. The thesis makes an original contribution to all three bodies of literature by examining data from a previously untapped source; successful adult Māori language learners. 
I interviewed 17 participants. All highly proficient second language speakers of te reo. All learned te reo as adults.  Adult second language learning of endangered languages is broadly acknowledged in Second Language Acquisition (SLA) as essential to re-establishing Intergenerational Transmission of Language (ITL) in the home to ensure an endangered language is passed on to future generations.
The interview questionnaire was based loosely on 10 help/hinder factors I identified through a review of the literature from the three research fields (adult second language acquisition, teaching pedagogy and language revitalisation). The ten factors identified in the review were; language aptitude, age, learner attitudes and motivation, learning strategies, instruction, agency and anxiety, wairua (the spiritual dimension), demography, language status, and language planning.

year: 2013