Māori Governance Qualifications Review Survey
Summary of Key Findings
Organisational Structure
1) By far the most commonly used structure was the Charitable Trust (21) followed by the
Incorporated Society (11). The Ahu Whenua and “Not-for-profit” trust structures were
next at third and fourth respectively. A noticeable gap in responses provided was the
low number of participants on Māori land court trust entities.
Anecdotal evidence indicates the need for some form of quality training for trustees of
these types of trusts. However, to be able to clearly identify the needs of trustees in
these types of structures, and therefore the most effective form of training, further
evidence is needed.
Core Generic Skills / Personal Qualities
2) In general, respondents either felt that the generic core skills for the Board Chair,
Director and Trustee roles: only covered the core skills from a mainstream perspective;
or were so generic, they could be applied in any context.
In the majority of cases, respondents added further to the generic core lists with a mix of
both additional generic as well as culturally specific skills and qualities. Generally,
comments reflect a mix of strategic and operational skills and personal qualities needed
to “be able to operate within both Te Ao Māori and Te Ao Pākehā” contexts.
The skills and qualities identified in the survey would be commensurate to a Diploma
Level 6 qualification on the New Zealand Qualifications Framework.
Qualification
1) Out of a total of thirty-one responses received, 20 respondents agreed that there was a
need for a qualification/s focused specifically on the skills, knowledge and qualities
needed to fulfil Governance Māori roles. Eight responded “No”, while three answered
“Don’t know”.
Additional comments included:
 An incentive would be to provide the course cost-free.
 “Opportunity to complete a qualification should be considered as one way of gaining
governance skills, knowledge and experience. Similar skills have been gained
through attending over the years, land trust hui, hui-a-iwi, etc. and being with and
learning from leaders in these forums”.
 “Perhaps most importantly, it is about having the ngākau for this work, because it is
all about iwi, not the individual”.
2) Respondents indicated they would expect the following “value add” from a Māori
Governance qualification/s:
 Content:
- Should teach you how to operate and understand your role and responsibilities in
a diverse business or governance environment, whether you're a trustee, an
employee a beneficiary (and particularly if you're being paid to work for or with
people in these roles).
 Credibility:
- Any qualification must have credibility across the world, so it must be aligned to a
nationally recognised qualification system, deliviered by nationally recognised
providers and linked to internationally recognised documentation.
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Meeting needs:
- Should be: transferable; valued across all levels, areas and sectors; nationally
recognised; and meets the current needs of relevant sectors, industries and
iwi/hapū.
Purpose and outcomes:
- Focuses on outcomes leading to a sound knowledge, understanding and
experience in: whānau, hapū and iwi wellness and well-being; wealth creation;
improving whānau, marae, hapū and iwi cultural, social, economic,
environmental and educational capability; enhancing cultural identity; and
contributes to Māori concepts of autonomy and self-determination.
Context:
- Because of the growing influence and contribution of the Maori economy to NZ
society, needs to prepare our future leaders to play on both the local and
international stage.
Approach:
- Entails a Maori worldview, approach and method with a focus on enhancing the
value of the person and the attributes they bring to the organisation.
3) Out of a total of thirty-three responses, 21 agreed that there should be options for
qualifications at different levels to reflect different governance roles and responsibilities.
Ten responded “No”, while two answered “Don’t know”.
One respondent provided the following comment: “As short courses would probably
suffice for post-graduates, they would probably not be the “target audience” for this
proposed qualification”.
To that end, the likely “target audience” for such a qualification would be those looking to
enhance their current knowledge, understanding and experience of governance theory
and practice, with a particular focus on implementing in a kaupapa Māori organisational
or trust context / environment.
Training and Delivery
1) Of the 109 responses received, 31 respondents identified Life Experience as the most
common form of training undertaken / completed to date. This was followed next by
Workshops and Seminars (26), then Short Courses (17), with Master’s Degrees (11) the
fourth most common form of training undertaken.
2) Out of a total of thirty-four responses, 25 agreed that Governance Māori training would
assist their organisation/trust in being better able to meet the needs and aspirations of
owners/stakeholders. Six responded “No”, while three answered “Don’t know”.
3) The most preferred form of governance training was Workshops and Seminars, followed
by Life Experience. The third most preferred option was Diploma Levels 5-6, followed by
Certificates (levels 1-4) and short courses/papers an equal fourth. Master’s degree
came next followed by Doctoral degree, Bachelor’s degree/Graduate diplomas then
certificates and Bachelor’s Honours degree/Graduate diplomas and certificates
respectively.
4) The most preferred form of delivery was by Block Course, followed by On-the-jobtraining. The third most preferred options were On-Line and Distance Training followed
by Part-Time and Full-Time studies in fourth equal.
5) Five key features of effective delivery of Māori governance training identified through the
survey were:
a) Utilise Maori world view perspectives.
b) Keep it relevant to Maori organisation contexts.
c) Use experiences and successful Maori governors in delivery of training.
d) Find ways to explain the similarities and value of both mainstream and Maori
approaches to governance.
e) Help people to work out how this knowledge can be applied to their personal
circumstances as governors.
Overall, the purpose of Māori Governance training was succinctly summarised by one
respondent as follows: “Maori governance training should develop knowledge and skills
from a Maori perspective, while at the same time reinforcing the necessity to have
fundamental core skills”.