Budget Consultation Submission Template
How to make a submission for the Auckland Council Emergency Budget Consultation.
Auckland Council has released its emergency budget, in response to the hit COVID has had on our economy. They want your feedback on some of the key changes they’re making to our budget with some information around what impact these changes will make.
Inspiring Communities have led a series of consultations with a diverse range of community organisations across Tāmaki Makaurau and we have developed what people said into collective responses that you can copy and paste from as below.
Make sure you, your family, your friends and others you know, have their say!
Mapping Community Strengths and Assets
Taking a strengths-based approach is one of the core principles of community-led development. This resource describes how to take a strength- or asset-based approach and is a useful tool to help explore and capture the gifts, talents and strengths in your community.
Tensions, Learning and Adaptation
Leaders can help create and model a non-defensive climate of learning, reflection and inquiry where people can give and receive feedback and find a way forward. Effective leaders take time to reflect on their own thoughts, assumptions, feelings and behaviours. This allows them to understand the part they can play, and what is beyond their control or is not a priority to try to change right now.
The Leadership as Learning Framework describes four interwoven dimensions of change: personal, relational, structural and cultural. These are also identified in our Quadrants of Change framework as important areas to pay attention to if we want to impact and sustain transformation in communities.
Leadership is a bit like riding a surfboard on an always moving sea. Sometimes the tides ebb and flow gently and simple habits like being open to feedback help us re-balance. We can go from vulnerable “I don’t know” moments back to our strong selves with relative ease. Other times, bigger waves dump us into stormier waters. Rip-currents might even push us towards the edge of chaos. We come up against the darker sides, the challenges, the not so helpful behaviours, attitudes, and ways of thinking and acting. To escape from drowning in rip-currents we have to swim in not so obvious directions, finding our inner strengths and other resources around us, to come up with responses that we may never have thought of before. While it’s not a comfortable place to be in, the collision of these lighter and darker sides actually provides a creative space for innovation, learning and dynamic change.
The centre column of the Leadership as Learning framework reminds us of some of the resources we can draw on to lead us through the normal tides, waves and rip-currents of community leadership. The inner two columns on either side of the centre show some of the constructive leadership behaviours, attitudes and actions we can apply in the normal movements of the regular tides. These might look like polar opposites, but each has their time, place and use.
The outer two columns identify more destructive responses that can happen if we take positive leadership responses to any extreme. For example, the dark side of being strong can be a big, controlling ego; the dark side of vulnerable can be paralysing self-doubt. The framework encourages us to not get stuck in any one place but to see this as a sea that needs to keep moving to stay alive, learning, growing and innovating. As leaders, that means being aware and constantly adapting to what’s needed for each new wave or situation.
Let’s take a brief look at each of these four layers, helping you explore this framework with some reflective questions about what you can do to grow:
- your own leadership
- the leadership of others around you
- the leadership of organisations you work in
- the leadership of communities you live and work in
Each section includes a fictional story to illustrate the ideas offered. You can also read some of our Inspiring stories that highlight the many amazing things that communities are already doing.
Here we try to unpack some of the back story of the leadership challenges and responses that often sit behind such fantastic results. We hope these stories and ideas will support you to work with the complexities and messiness of CLD work and encourage you to hang in there to make things happen.
Working with Tāngata Whenua
Relationship-building between tāngata whenua (people of the land) and tāngata tiriti (all others who have come here) organisations, groups and communities is a core component of Community-Led Development in Aotearoa. The following resource provides three different tools to support communities in developing relationships with tāngata whenua.
Inspiring Communities is committed to a Treaty-honouring Aotearoa in which people actively participate in shaping their communities. Here’s some information on Our Engagement with Te Tiriti o Waitangi.
A stakeholder is any person or organisation that has an interest or influence in what you want to achieve. Once you have identified your purpose or outcome, it’s useful to think about who might be useful to engage with to support to support your community-led change efforts.
So let’s get started
There are many different ways that stakeholder mapping can be approached. They generally involve a mix of:
Levels of stakeholder participation and collaboration
Stakeholders can collaborate with you at varying levels. Some will want to be more involved than others.
A final check
- Are these stakeholders reflected in your stakeholder scan? How?
- Who else might have a stake in the outcomes but not have influence, money or an initial desire to be involved?
- What else can you do to engage with and involve them?
Appreciative Inquiry – A Model for Approaching Change
The Appreciative Inquiry model (sourced from here) helps us plan a practical pathway through what is never a totally straightforward process.
In reality we keep looping around these steps (and some side paths too). It’s never as neat and tidy as it looks on the diagram, but each of the appreciative inquiry models are useful aspects of our CLD work.
Here are each of the stages, with links to some helpful tools.
DEFINITION is about deciding on your focus. What do you need to know or do? Why? Community-led development starts with getting to know our community better, finding community strengths and assets, and weaving these in with particular relationships that support community-led action.
DISCOVERY is about having lots of conversations to tap into community wisdom about past successes and to begin discussions about dreams.
DREAM is about imagining new possibilities and aspirations for the future. We ask powerful questions and reach out to a diversity of people in fun creative ways to have lots of conversations and listen carefully.
In the DESIGN and DELIVERY phases we are typically thinking about three things:
- What have we heard? We identify key themes from community feedback about the community’s past strengths, current energy, challenges and future dreams.
- So what does this mean for where we are heading? We build a shared understanding of the overall picture of the different messages and voices we’ve heard.
- Now what? We might have a community party/hui/gathering to shape a shared vision and agree what actions could happen next.
At every step we are seeking to work with people to design future pathways and actions together. It’s really important to be clear about who has the decision making power and the ability to take action in each situation. Ideally, power is shared and there is scope for everyone to be a leader.
Some tools for your kete:
Neighbourhood Strengthening Ideas
In 2016, Jim Diers visited Aotearoa and toured with the Inspiring Communities team nationwide to share his own thought leadership and learnings amongst our own communities.
Inspiring Communities’ Practice Lead Megan Courtney captured these ideas around strengthening neighbourhoods and distilled these into a one-page summary and resource.
Click here for more information about Jim and his work.
Growing diverse community leadership
The CLD space is complex, diverse and always changing. So, rather than following a recipe or a road map or one leader out front, we are constantly learning and adapting our responses.
These common ingredients grow with every conversation, as we work with where the energy, enthusiasm and tensions are in our communities. Examples of common ingredients supporting a strong CLD approach include:
- having a strong culture around manaakitanga (hospitality), generosity, whanaungatanga (relationship), connection and respect for each other. These get us through the times when our different ways of doing things can be challenging
- growing a widely shared kaupapa (purpose) and inclusive tikanga (protocols) for how to work together. This is even though what each person contributes and the community-building actions, projects and pathways will all differ
- intentionally listening and noticing who is involved, who is marginalised, what needs to change to redistribute power and allow different people to lead at different times or in different ways, from many corners of the community
- encouraging people to take risks, to learn by doing and to be curious about reflecting, individually and together. Our plans don’t always work out, so we need intentional processes that support our openness to learn from, and with, each other along the way and adapt as we go. As we share our successes, failures, conflicts and questions we find shared wisdom about what needs to happen next.
Shared wisdom comes from listening, noticing and making sense of the patterns that emerge over time. Then from deciding over and over again the best way to respond. Shared inquiry builds knowledge grounded in practice. This knowledge is an important form of evidence that helps us validate, articulate, reinforce and expand our learning about what works and why.
Shared wisdom comes from listening, noticing and making sense of the patterns that emerge over time
Ideas for developing your leadership capability:
What learning spaces are available in your CLD work for noticing, inquiring into and making sense of what’s working, what’s not, and why? Are these collective or individual spaces?
Is it safe to say “I don’t know that we are on the right track. Let’s stand back and reflect on this a bit more” in your community meetings?
Do people listen well to different perspectives to find new ways forward or do people more often argue to defend their own position?
What could you do to create better discussion and shared understanding?
CLD Planning and Evaluation Framework
Tightly defined, traditional planning approaches don’t easily suit the very emergent, adaptive work of CLD. Developing a Theory of Change framework will enable you to collectively work to identify your goals, review your progress and adapt your thinking and actions accordingly. It helps us all be more adaptive, nimble-footed and effective in the way we act.