Nursing on the foreshore: how can NZNO demonstrate its commitment to the Treaty of Waitangi as its guiding document? Could it become a leader in society as it seeks to "walk the talk"?.

AS NZNO continues the pursuit of excellence in nursing, the need to balance efficiency with social justice becomes paramount. Nurses have accepted and understood that sensitivity, empathy and respect for cultural diversity creates an environment more conducive to healing.

National Party leader Don Brash, through his speech to the Orewa Rotary Club in January, has brought to centre stage the question of how we as a nation balance efficiency with social justice. This was largely in response to the Government's proposals for new legislation to address the issues of access to and use of the foreshore and seabed.

The tensions created by this speech are all too obvious. Both the Government and the National Party claim to want to solve inequities in New Zealand society and both say they want equality. NZNO, too, has focused on this problem, as evidenced in its Fair Pay Campaign. This is deafly about achieving equity and raising the status of the nursing profession. It has determined that inequities are best addressed through fostering communication with members and the public, thus gaining their sympathy and understanding of the value of nursing.

Each of us has a picture of NZNO at its best. As such we are all responsible for stewarding NZNO's strategic vision 20012005. This holds that the Treaty of Waitangi is our guiding document. One of the reasons for creating this vision was to assist us in ensuring that equity is demonstrated throughout the organization.

We must make our strategic vision real. Forming an accurate picture of our present reality is just as important as visioning a desired future.

In January, I gave a presentation to the board of directors, which evaluated NZNO's progress to date in "walking the talk" and offered an appraisal of "where to from here". The information was formed from both internal and external discussions and through NZNO's collection of statistical and survey data. I believe that focusing on the elimination of disparities as a measure of progress is based on a deficit model. Disparities are about catching up and can leave people feeling marginalized. Fixating on past injustices and grievances also absorbs an excessive amount of energy for minimal returns. I propose NZNO shifts its focus to a value-added principle. This looks to the future and incorporates inclusiveness, co-operation and collaboration. Adding value is about celebrating being Maori and gaining access to Te Ao Maori. (1) It means working from a position of strength, and avoids the weaker deficit model.

Knowledge about the past is more important if it can be developed and learnt from. The value-added principle's aim is to add value to Maori lives, Maori knowledge and Maori society, rather than creating hysteria and anti-Maori concepts, as witnessed by the Brash response. This approach requires sound analysis of NZNO's systemic practices, emotional intelligence and efficiency. I hope this strategy and the project proposal, Kokiritia I roto I te Kotahitanga me Aroha--Progressively Act in Unity and Love (PAUA), will address some of these issues. Monoculturalism, ie being ruled by a dominating culture, is an outdated concept and something NZNO wants to move away from in order to sustain itself.

Working In partnership

We need to be clear about what we mean by a Treaty-based partnership. NZNO chief executive Geoff Annals, in a paper delivered at last year's Council of Trade Unions conference, discussed bicultural partnership in the context of Maori and Pakeha engaging in social and economic interactions, without one culture taking precedence over the other. Expanding on this, we can consider treaty-based relationships are premised on equality, mutual respect and acknowledgement by both partners of the other's autonomy. This is in line with both the Treaty of Waitangi and international trends in indigenous rights. (2)

Great effort, commitment and abundant goodwill must accompany the formation of a relationship, if the dignity and autonomy of each party is to be embraced rather than contested. The establishment of positive relationships within Maori society is critical. Energies both within and beyond NZNO can then be focused on mutually beneficial pathways and collective strength can be used to plan confidently for the years ahead.

Expectations within NZNO need to extend beyond simply employing Maori staff members and supporting Te Runanga o Aotearoa NZNO. While these reflect an admirable start, we need to be cautious that these are not created from a desire to solve disparity, for that focus, as discussed above, is unproductive.

A participatory and integrated approach ensures goals are achieved. While this approach is time consuming, it reflects collectivism (a union principle) and compliments kinship-based values, thereby enhancing access to Te Ao Maori. Let us progressively act in unity and aroha (PAUA), demonstrating the spirit of the Treaty of Waitangi by acting in good faith.

I have sought strategic support for this proposal in order for the board of directors to expect, promote and provide for bicultural development; protect the project PAUA through to completion; and to prevent the continuation of monocultural systems and practices.

I invite comments from members to help me understand how you see NZNO's vision in practice. You may help me understand this vision better. The questions I am seeking to answer through this project are: What do we really want to achieve and how can we strengthen NZNO? Please direct your comments to me at [e-mail].

To all members I say: E tu kia kaha katoa, kokiritia I roto I te kotahitanga me Aroha. Let us stand strong and progressively act in unity with respect and

REFERENCE

(1) Durie, M. (2003) Nga Kahai Pou: Launching Maori Futures. Wellington: Huia Publishing.

(2) Griffith Jones, R. (2000) Rongoa Maori and Primary Health Care. Auckland University.

Sharon Clair NZNO policy analyst-Maori