“The Treaty of Waitangi is central to, and symbolic of, our national heritage, identity, and future. Ka Hikitia – Managing for Success acknowledges the Treaty of Waitangi as a document that protects Māori learners’ rights to achieve true citizenship through gaining a range of vital skills and knowledge, as well as protecting te reo Māori as a taonga” (Goren, 2009).
Following the downward spiral of Ngā Huarahi Arataki, it is quintessential to point out the governments influence on any future movements of the early childhood sector in regards to Māori participation. The government have initially instigated some significant projects that have demonstrated a strong movement towards change.
Through some of the government’s strategic plan objectives, Māori participation has to some extent increased; nevertheless due to the ever changing government there is no way to aptly predict the government’s decisions and movements of tomorrow. Goren’s (2009) expresses the same concern when he states how easy it is to see how Ka Hikitia (Ministry of Education, 2008b) could get lost as one of the many issues on the agenda for the education sector. New initiatives will continue to be created by the Ministry of Education annually. “The challenge is to prioritise the many strategies in order to get a few, such as Ka Hikitia, (Ministry of Education, 2008b) out in front of all educators, Boards of Trustees, and government agency staff” (Goren, 2009, p. 7).
In regards to the policies and legislations that are already in place, we can only assume growth and development. There is only hope for a better future for the indigenous people of Aotearoa. However it seems to be up to the early childhood education sector itself to ensure these changes take place.
The pedagogical implications for teaching staff and management
It is understandable that early childhood educators will be challenged to deliver a curriculum and programme that requires an inclusive representation of Māori, Ka Hikitia (Ministry of Education, 2008b) can assist with this, but to ensure it is practiced to its full potential educators will require training. It is an essential policy lever to accelerate improvements for Māori children, as noted in the Ka Hikitia strategy documents (Ministry of Education, 2008b). Educators need to know what to do in the situations they face and with the variety of children they teach. They need to know how to create cultural connections and relationships with Māori learners to then execute teaching and learning strategies that reflect Māori potential and the importance of language, culture and identity (Education Review Office, 2008; Ministry of Education, 1996). Initial training and on-going professional development has to be focused on these issues so that educators have the capacity to serve Māori children appropriately (Goren, 2009; Ministry of Education, 1996).
Through this the educators will feel and be more capable of delivering a programme that will help recognise and embrace the importance of Māoritanga. They can also ensure Māori achieve and enjoy educational success as Māori (Ministry of Education, 2010b).
It is also quintessential that educators and management understand what the policy entails. Spillane, Reiser, & Reimer (2002, p. 418) suggest that;
“The sector needs to make sense of the policy. It is not enough to simply communicate the policy. There is a critical need to structure learning opportunities so that stakeholders (the children, whānau and community) can construct an interpretation of the policy and its implications for their own behaviour.”
In a report carried out by the Education Review Office [ERO] it was found that “just over a third of the mainstream early childhood services it visited were focussed on assisting Māori children reach their learning potential” (p. 9). In nearly two-thirds of services, it was not so clear (Erb, 2010). If Ka Hikitia is to be successful in the mainstream early childhood sector, we need to change our attitudes seeing that it is not only Māori that will suffer the consequences. Sure, the lack of Māori attendance has implications for the children’s learning opportunities, but it also has repercussions for the early childhood services sustainability since the Ministry of Education funding is tied to attendance (Mitchell, Royal-Tangaere, Mara & Wylie, 2008).
The Pedagogical implications for children and ngā whānau
The challenge with a policy framework like Ka Hikitia is to change attitudes, thinking, and behaviours in order to improve outcomes for all Māori learners.
“This means changing hearts and minds rather than solely instituting new compliance requirements. There have been attempts to change Ministry organisational processes to reflect key Ka Hikitia components in areas such as business planning and report writing. Yet, there is concern that Ka Hikitia will evolve into a compliance tick list rather than a broad commitment to improve education for and with Māori learners” (Goren 2009, p. VI).
Ka Hikitia aims to give “Māori children pride in their identity and their culture” (Erb, 2010, p. 10). However, it is crucial that the government encourage the involvement of ngā whānau. As evidence shows, quality interactions in the home and in education settings lead to effective learning for young children. It also shows that regular, high quality early childhood education has lasting benefits for children well into secondary school (MOE, 2008). But to encourage families and the community to take an interest, the government and early childhood sector need to adapt Smiths 1995 pedagogy of whānau theory.
The whānau concept of curriculum requires that:
• the Māori community has some measure of influence over what counts; what is included in curriculum;
• the curriculum is reorganised to connect with interests, backgrounds of Māori learners;
• that to be Māori is taken as ‘normal’;
• the Māori worldview is reflected and reproduced within the school.
In a recent speech by Anne Tolley, welcoming the audience to the Taumata Whanonga behaviour summit, the Minister emphasised the significance of Ka Hikitia: The Government wants to bring in changes that help all students to stay engaged, learn, and achieve success. However, the system is currently underperforming for too many Māori learners, too early in their educational journey. Ka Hikitia – Managing for Success is the plan to see the system step up its performance for Māori to achieve education success. The Government is not seeking a special response for Māori, but a professional one. There is strong evidence that what works for Māori has been shown to work well for everyone. What works for learners is recognition of their language, culture and identity, personalised teaching and learning, the concept of teacher as learner. (Goren, 2009, p. 35).
So I pose the question, how are early childhood educators implementing their understandings of the commitments derived from Te Tiriti o Waitangi which are expressed in the bi-cultural early childhood curriculum document
Te Whāriki? Te Whāriki itself suggests that educators consider the following reflective question: “In what ways do the environment and programme reflect the values embodied in Te Tiriti o Waitangi, and what impact does this have on adults and children?” (Ministry of Education, 1996, p. 56).
The message is clear from Ministry and political leadership. Addressing Māori student achievement is a high priority for the sector. The message points to action, yet as noted above some are proceeding while others are in a ‘wait and see’ mode. This raises the question of whether or not the professionals responsible for Ka Hikitia consider this framework to be urgent. (Goren, 2009).
References
Education Review Office. (2008). Māori children in early childhood: Pilot study. Wellington, New Zealand: Author.
Erb, W. (2010). Māori potential starts early. Tukutuku Kōrero: New Zealand Education Gazette, 89(22), 9-10.
Goren, P. (2009). How Policy Travels: Making Sense of Ka Hikitia – Managing for Success: The Māori Education Strategy 2008-2012. Wellington, New Zealand: Ian Axford (New Zealand) Fellowships in Public Policy.
Ministry of Education. (2010b). Māori potential starts early. Tukutuku Kōrero: New Zealand Education Gazette, 89(20), 3.
Ministry of Education. (2008). Ka hikitia-Managing for success: The Māori education strategy. Wellington, New Zealand: Author.
Ministry of Education. (1996). Te Whāriki: He Whāriki mātauranga mō ngā mokopuna o Aotearoa/Early childhood curriculum. Wellington, New Zealand: Learning Media.
Smith, G. H. (1995). Whakaoho Whānau. He Pūkenga Kōrero, 1(1), 18-36.
Spillane, J., B. Reiser, and T. Reimer (2002), Policy Implementation and Cognition: Reframing and Refocusing Implementation Research. Review of Educational Research, 72, (3), 387-431.