Essay: Cultural Safety In Aotearoa At Cambridge University.

Treaty of Waitangi and Bicultural Partnership

Discuss About The Cultural Safety In Aotearoa Cambridge University.

The report is prepared to discuss about the formation of bicultural partnership due to the Treaty of Waitangi and how it has created a positive impact on the various areas of management of business. The different strategies and assessment of competitive forces along with the external environment monitoring will allow for managing sustainability in fishing and at the same time, foster growth and development in Moana New Zealand.

The principle of bi-cultural partnership is the Treaty journey where the young individuals are allowed to work for creating an Aotearoa New Zealand within which, the Maori and Pakeha recognize each other as the Treaty partners and the cultures are valued and respected to provide useful contributions. The principle of bi-cultural partnership has allowed the partners involved in the Treaty to respect each other’s culture, furthermore maintain the ethical values and cultural beliefs to achieve the vision and manage the human rights during the Treaty of Waitangi in New Zealand (Orange, 2015).

The embedded nature of bi-cultural partnership in the Treaty of Waitangi allows for managing the human rights and responsibilities properly and become responsible citizens by valuing the different cultures. The bicultural foundations of partnership also enabled building a multicultural society where people can work as an unit, furthermore create a diversified environment. The people from different backgrounds and cultures are engaged to provide their useful skills and knowledge as well as contribute to the learning of students, iwi, whanau and benefiting the society as a whole (Xuefei, 2018). The schools have learnt to share power, make decisions and control their activities to make useful contribution to the education system.

Recommendations of three strategies for business implementation to achieve bi-cultural partnership

One of the most suitable strategies for business implementation to achieve bi-cultural partnership is the negotiations of Treaty of Waitangi with the partners of Treat such as the Maori and non-Maori.

The schools and educational institutions are being partnered with for establishing a sense of trust and understand the present realities and preferences of the students in Maori.

The use of information technology is recommended to conduct a macro environment analysis and deliver the most suitable marketing strategies effectively.

The educational initiatives could transform the entire society and at the same time, manage the basic human rights properly to achieve the strategic vision based on the principles of equal partnership, protection and participation (Wepa, 2015).

Embedded nature of bi-cultural partnership in the Treaty of Waitangi

By implementing such strategies, it would become easy for the teachers and students of the schools to use the Treaty as an effective tool used to learn new things and maintain diversity by working across all ages and ethnic groups.

The strategies have enhanced the digital marketing opportunities and even carried out research and development activities for bringing out new products and services in the market as well.

Four major strategies adopted by bicultural partnership between Traditional Ecological Knowledge and Rakiyra Maori in southern New Zealand

The bicultural partnership between Traditional Ecological Knowledge and Rakiyra Maoriadopts useful strategies to evolve and facilitate the cultural transmission for establishing good relationships with the people and focus on the ecological aspects of the knowledge too.

One of the major strategies could be the co paring of indigenous statements and explanation based on the scientific data that is measurable. The development of oriented indigenous knowledge and Traditional ecological knowledge has helped in understanding epistemological and political issues (Hall & Morice, 2015). The macro environmental analysis has developed marketing strategies to deal with the monitoring of customer data and evaluating their needs and preferences for the products made available in the market.

The implementation of laws, legislations, rules and regulations have maintained stable relationships between Traditional Ecological Knowledge and Rakiyra Maori and ensured legal compliance within the Southern New Zealand.

The Treaty of Waitangi Fisheries Commission has partnered with Maori to allocate the fisheries settlement named Ahu Whakamua for facilitating the bicultural partnership too (Wehi et al., 2013).

“The draft of the Treaty was made by me and was approved by Captain Hobson. He made a few alterations but the fundamental provisions were not altered.”

The main purpose of Traditional Ecological Knowledge’s integration of bicultural partnership with Rakiura Maori is to maintain a god relationship after the Treat and focus on the conservation of specifies, natural resources and protection of culture too. The assets are allocated properly, which has been the responsibility of the Treaty of Waitangi Fisheries Commission. The case study sheds light on the learning through partnership between Traditional Ecological Knowledge and Rakiura Maori for determining the sustainability of titi harvests. It is mainly the harvesting of sooty shearwater, Puffinus griseus by Maori in the southern part of New Zealand (Kelly et al., 2014).

To determine the sustainability of titi such as sooty shearwater, Puffinus griseus harvests by Rakiura Maori in the southern part of New Zealand. It is aimed at the harvesting of seabird in New Zealand and ensuring that the partnership between the Traditional Ecological Knowledge and Rakiura Maori is facilitated. The number of birds has decreased largely, which has created enough scopes for continuing the mutton birding heritage, which is another major objective.

Recommendations of three strategies for business implementation to achieve bi-cultural partnership

Based on various researches, it was found that the numbers of birds have declined and it had been of equal importance to manage the mutton birding heritage properly. It has been possible by seeking proper support from the Government and regulatory bodies, which have made people, visit the island and at the same time, keep the environment clean and free from any pollution or any kinds of wastes (Lambrides & Weisler, 2016). The engagement of community is responsible for making people aware of the island and its habitat in order to ensure maintaining a cleaner and healthier environment. The new science and technologies displaced matauranga maori for the management of harvest of titi. The strategy of controlling weka has also brought useful results by raising awareness among people and focused on the harvesting activities to deal with the conservation issues. Strategies are formulated to ensure that a mutual respect is created considering the knowledge of both the parties to gain proper financial support and enhance the scientific ability for successful sustainability of harvesting in New Zealand (Short, 2014).

‘The Treaty of Waitangi is all soap. It is very smooth and oily, but treachery is hidden under it.’

• Hone Heke

The resources and assets of fisheries that are required have been allocated to Iwi for the proper management of fish stocks that are caught from water bodies at a depth below 300 m. A large amount of investment is done with the help of Freshwater Fisheries Fund while the management of income shares to Iwi proved to the beneficial for the stakeholders. The allocation of assets and resources has enabled the individuals to provide 40 percent of the net profit after tax who have income shares (Orange, 2015).

The employees’ responses are positive because they have been provided with safety and the hygiene standards have been maintained as well while the shareholders have got good rate of return on investments as expected by them. The customers are satisfied with the prices at which the fishes are offered and the new canned fish products have been a craze among them, which has created a positive mindset among them too (Xuefei, 2018).

Identification of Porter’s five forces of competitive position analysis for Moana New Zealand while introducing new canned fish product

The Porter’s five forces of competitive position analysis include threats of new entrants, threats of substitute products and services, bargaining power of suppliers, buying power of the purchasers and competitive rivalries. This current location is one of the major areas from where the people can get continuous supply of seafood. It is an effective place for harvesting and fishing activities, which creates ease for many of the Maori owned fisheries company to manage business quite easily. It is the largest Maori owned Fisheries Company in Aotearoa, New Zealand, where fishing and harvesting activities are carried out from the coastal waters. It has been sustainably managed for a long time, which ensures a clean and pure place for fishing (Wepa, 2015).  

Two major advantages of such implementation

The canned products are selling in large numbers in spite of the external challenges, still the introduction of new sea food items like wild abalone, blue abalone, sealord, oysters available in large numbers at the fisheries have decreased the sales for the canned fish products in Moana. The new firms often redefine the competitive level within the fishery industry and compete with the established companies in Moana, which creates issues like lack of brand image, loyalty and failure to keep up with the cost advantages, The threat of new entrants is lower, as the canned fish product has established a good position in the market, because of its ready-to-eat nature and thus the companies do not feel any severe effects from the threats of new entrants (Hall & Morice, 2015).

The substitutes are the options available as alternatives in the market within the fishery industry. New frozen seafood items are made available in the market as alternatives of the canned seafood, which often influences buying behaviors of the consumers. The canned fish items, being newly introduced in the market, can be of great importance in the market, because of which the substitutes will likely not much fare well. Thus, the threat of substitutes is moderate.

The bargaining power of the suppliers is high, because the canned fish item can be only successful once the suppliers deliver the best quality fish from the fisheries and ensure that the fishing activities are managed properly while keeping the ecosystem and aquatic life safe from pollution and natural resources are preserved at the same time too (Wehi et al., 2013).

The buying power of the consumers is also high, because consumers’ behaviors change from time to time and they look for value for money products. The canned fish product will be available in different types including sealord, oyster, etc., which easily can influence their buying behaviors and the sales of the new canned fish product will increase gradually with time.

The new canned fish product is introduced in the market, which is considered as a ready-to-eat food items and the sales have grown since then. The competition is quite low, because Moana in New Zealand offers the best quality fish that are harvested and grown in fisheries, which have been well managed considering the legal obligations, rules and regulations followed soon after the Treaty and bicultural partnership (Kelly et al., 2014).

The Treaty of Waitangi Fisheries Commission is an organization, which enhances the efficiency of the Treaty by working in partnership with Government and other regulatory bodies in New Zealand. It mainly ensures proper conservation of aquatic lives and manages conservation of the ecosystem by prioritizing on the interests of Maori and business associated with the fishing activities. The resources that are obtained from the sea are very much useful and have been considered as major sources of income and livelihood for the people in Maori. The fishes and other food items  from the sea are being sold in the market to fulfill the needs and requirements of the customers. Nowadays, there have been pollution in the harbors and coastlines along with the emergence of other issues associated with the inroads on fish stock, commercial fishing activities, etc (Lambrides & Weisler, 2016). Due to this, the ToW created an agreement between the British Crwon and Maori, which allowed them to live together and follow common set of laws, rules and regulations. It not only resolved the issues between Maori and non-Maori, but also managed the sustainability efforts properly to maintain a clear environment and carry out the fishing activities with much ease and convenience. The impact of ToW is positive, because it has integrated various legislations with the fishing business in New Zealand for protecting and using the natural resources efficiently. The Environment Act 1986 is promoted for making sure that the natural and physical resources are managed properly along with the intrinsic values of the ecosystems and making people aware of improving the quality of environment to meet the needs of people in the future (Short, 2014).  

Four major strategies adopted by bicultural partnership between Traditional Ecological Knowledge and Rakiyra Maori in southern New Zealand

The Resource Management Act enabled sustaining the best potential of the physical resources and meet the needs of people. The legislation will allow for safeguarding the quality and capacity of air, water, soil and the entire ecosystem for preserving the ecological balance in nature.  This particular act has impacted both the fishing activities and the entire ecosystem positively by providing social, economic and cultural wellbeing along with the maintenance of health and safety of workers and people within the community in southern New Zealand. The sustaining of physical resources capability has helped in meeting the needs of future generations as well as safeguarded the environment from adverse impacts largely.  The Treaty of Waitangi ensured that there had been full possession of the fisheries by Iwi and hapu, who gained the fishing rights collectively and manage sustainable business in New Zealand (Orange, 2015).

The key performance indicators that reflect the financial success of Moana New Zealand are the growth in sales, customer segments, income statement, product families and also through the assessment of balance sheet. The income statement is assessed to determine the financial performance of the company, i.e., the profit or loss faced along with the expenditures and revenues generated in terms of the operational and non-operational activities within the fishery industry. The balance sheet provides information about the investments made and rate of return achieved along with the financial amounts provided by the investors or shareholders to ensure successful business functioning (Xuefei, 2018). The customers’ segments are behavioral, geographical, demographical and physiographical, where the buying behaviors of the customers are assessed and the canned products should be made available in the marketplace.

The KPIs that determine the non-financial success of Moana New Zealand are through assessment of relationships with the customers, employees, operations efficiency, loyalty schemes, after sales service, life cycle of the product, i.e., from the time of development to its delivery to the end consumers. The customers’ relationships are assessed with the evaluation of loyalty programs arranged for them and by understanding whether the post purchase and support services are exceptional for the customers or not to deliver higher level of satisfaction. The employees are managed through proper recruitment and selection and rewards have been provided to keep them motivated an encouraged to perform to their potential. The management of online websites where the canned products are available, and the systems responsible for making the canned fish items accessible to the customers with ease are considered as major business operations (Hall & Morice, 2015). Lastly, the cycle time is the actual life cycle of the product from the beginning of its manufacturing and production until the stage when it has been delivered to its customers. The customer satisfaction would indicate that the company had been successful in terms of increased sales, higher revenue generation and competitive advantage too.

Integration of Bicultural partnership to business activities and resources

The strategic plan should be aimed at improving the company profile and making it popular among the ethnic groups to raise customer awareness. The targeted groups should be identified along with the identification of different channels through which marketing activities should be managed and the information about the products should be distributed to the customers. The budgetary plan should be made prior to the introduction of products in the market while the survey process should be conducted for obtaining the feedbacks and opinions from the customers about the product post purchases. Moana NZ should implement the Sustainability journey program for monitoring the qualitative and quantitative ecosystem and review those areas of New Zealand Paua to ensure coordination during the sustainability project (Wehi et al., 2013). The strategic plan also is composed of Ecosystems services innovation to protect the environment and keep it free from pollution and harmful substances that may contaminate the air and ecosystem as well as hinder the process of managing of fishing activities.

The proposed strategic plan is implemented by making an assumption of the costs that shall be incurred while the time taken to make the canned fish items available in the market is nearly 1 month. The resources should be managed well along with the supplies while the channels of distribution include local stores, markets and also availability of the canned fish items in the company website of Moana New Zealand. Other channels include Pre Pack Limited offering pre-pack meals for the individuals in the area (Kelly et al., 2014).

References

Hall, A., & Morice, M. P. (2015). Shifting ground: Reflecting on a journey of bicultural partnership. Ata: Journal of psychology Aotearoa New Zealand, 19(2), 117-127.

Kelly, S., Sim-Smith, C., Faire, S., Pierre, J., & Hikuroa, D. (2014, September). State of our Gulf 2014 Hauraki Gulf-Tikapa Moana/Te Moananui a Toi State of the Environment Report 2014. Hauraki Gulf Forum.

Lambrides, A. B., & Weisler, M. I. (2016). Pacific Islands ichthyoarchaeology: Implications for the development of prehistoric fishing studies and global sustainability. Journal of Archaeological Research, 24(3), 275-324.

Orange, C. (2015). The treaty of Waitangi. Bridget Williams Books.

Short, K. (2014). Scaling Up Seafood Sustainability: An Illustrated Journey.

Wehi, P., Cox, M., Roa, T., & Whaanga, H. (2013). Marine resources in M?ori oral tradition: He kai moana, he kai m? te hinengaro. Journal of Marine and Island Cultures, 2(2), 59-68.

Wepa, D. (Ed.). (2015). Cultural safety in Aotearoa New Zealand. Cambridge University Press.

Xuefei, W. (2018). Treaty of Waitangi. Advances in Social Sciences Research Journal, 5(2).