Funding for Change in Ōtepoti
To be able to do their mahi, the community sector relies on funding. During the first lockdown, Mātāwai Consultancy and Dunedin Community Builders surveyed the Ōtepoti Community sector to find out more about challenges and strengths related to their funding.
This report is hoping to contribute to meaningful conversations about funding for the community sector regionally and nationally.
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!
Creating Magic – Margaret Jefferies
On January 13th, 2020, Margaret Jefferies died and NZ lost one of its community-led development legends. Margaret played a key role as Chair of Project Lyttleton and in introducing Timebanks to NZ and other ‘local living economies’ like Savings Pools. She was passionate about engaging everyone’s strengths and diverse voices. She used approaches like Open Space and Appreciative Inquiry to facilitate community conversations around shared community vision and fun, collective action.
Late last year, Inspiring Communities worked with Margaret, Leadership in Communities (LinC) in Christchurch and some of Margarets’ Project Lyttleton friends to make a film with Margaret about her wisdom, journey, and legacy. We are grateful for all those who made this possible and all the insights Margaret has shared with us about her way of leading in communities. She encourages us to step into our own magnificence and power, to be bolder, to observe and ‘fan’ where the energy is, and to embrace life’s fun, chaos and adventures. But mostly she encourages us to put love at the centre of our mahi. Such timely wisdom for our current situation!
Thank you, Margaret, for inspiring community-led development locally, nationally, and internationally. Your legacy is an extraordinary gift to our work – past, present, and future.
1944 – 2020
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.
How to bring the community together to plan
Learn how to plan a successful Community Hui – use our event planning guide to attract your people, develop your event’s purpose and integrate the right processes for success.
How to organise and facilitate a successful community visioning hui.
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?
Being an Effective Supporter of CLD
Engaging in and with communities requires mindfulness and good preparation around the why, who and especially the how. Those who engage as ‘experts’ are more likely to be met with suspicion and mistrust. Someone who engages from a place of learning, inquiry, curiosity, facilitation, humility, and relationship is more likely to be welcomed. You might have some expertise, but locals are “context experts” who know stuff about this place that you don’t.
The resource below contains some useful reminders about what matters when we show up in communities as an outsider wanting to help, or having been asked to help. Even if we are an insider, these rules will still usually apply.