From small places come big things – The story of the Rakiura Museum
Rakiura (Stewart Island), is a beautiful, remote and virtually untouched part of Aotearoa. Surrounded by native bush, windswept beaches, rugged coastlines and rare wildlife, the place holds a strong attraction for both locals and visitors alike.
With only 400 permanent residents, the people of Rakiura often have to look inwards to get things done – and they do. Rakiura has a strong history of its community pulling together to make things happen. The development and building of the new Rakiura heritage centre which opened in December 2020 was no exception according to Rakiura Museum – Te Puka o te Waka building committee chairwoman Margaret Hopkins.
The Rakiura Museum had existed on the island since the 1960s. Home to a large collection of important items, it had undergone an extension in the 90s before it was decided that a brand-new building would be needed to house their expanding collection. A Trust was set up to manage this new build, bringing in people who were already trustees of the existing museum, council members, community board members and the Stewart Island Promotions Association.
The original Rakiura Museum.
Funding was their first challenge. Some of the members of the Trust had become adept at writing funding applications during the build of Rakiura Community Centre, a hugely successful community-led project in the 90s, and so were able to navigate the application process for the heritage centre. However, realising that the funds required would be much larger than that of the Community Centre, this time a project funding manager was engaged.
“You can only do so much and at times one or two of us were doing everything – It was exhausting in the early stages”
Trustees also approached anyone with a connection or link to Rakiura and discovered just how important this new museum was to people who had ancestry on the island. They received a lot of support and were surprised with the donations from people who only had tenuous connections to the island. When a final grant from the Ministry for Culture and Heritage was provided for $1.1 million, the Trust could finally put a spade into the ground and begin.
Building began in October 2019. An architecture firm and building company from the mainland were hired to create the structure; a triangular-shaped building that was reminiscent of a ship which was in keeping with the collection and the history of the island.
“It was very hands-on! The Trust was even baking for the builders, making sure they were kept happy through all the terrible South Island weather!”
A year on from when they first broke ground, the Rakiura heritage centre was finished on time and on budget.
The new Rakiura Museum
Drawing on Experience
Having worked on the Community Centre, Margaret was able to bring learnings from that project into the Rakiura heritage centre. At the top of this list was the importance of having a vision and knowing that with hard work, commitment and persistence – anything is possible.
As there often is with many large community projects, the Heritage Trust encountered their share of naysayers. A few permanent residents did not see the need for what they only saw as a tourist attraction and felt that the build was a waste of time and money. Rather than stop the project however, these negative comments made the Trust more determined to make it happen.
“To us, it felt justified, we know how important our history is for not only Southern New Zealand but for the whole country”
Trustees Anita Geeson, Bruce Ford & Margaret Hopkins at new museum site.
Having a good team with multiple skills and connections was also crucial. The important process of tendering for architects and building companies was done with care, ensuring that the professionals they engaged with understood how important the building would be when it came to representing the community and the history of the island.
Telling the Right Stories
Setting up the exhibition itself was a big step in getting the centre open and one that held many lessons for the Trust. This was one area where Margaret saw an increase in community members who were enthusiastic about getting involved. This provided an opportunity for many locals to see, touch and learn about the items that made up the fabric of their history.
“It gave locals a sense of ownership, especially when they could see their own stories being told.’
It was essential to the Trust that the right voices were heard when it came to telling the history of Māori settlement and habitation on Rakiura. For this, a local iwi committee was set up and engaged with to ensure that the items and stories they had on display correctly told this part of the Island’s history.
Margaret believes the exhibition is now more balanced because they have the correct stories, are able to focus on what brought people to Rakiura in the first place, and can celebrate the early communities who made Rakiura home.
Exhibition at the new Rakiura Museum.
The Importance of Mana
Despite the Island having a long history of Māori settlement, the culture and stories of local iwi were generally not well known or embraced. However, when the new Rakiura Museum finally opened with a pōwhiri, Gwen Neave who serves on the Toi Rakiura Arts Trust committee which commissioned and supported the Oral History project featured in the Museum, noted that it was a beautiful bridging moment for the community.
The pōwhiri was performed by a group, of which Gwen was a part of, that also included the local school and its students. While it was challenging to bring together and involved weeks of practice, Gwen saw the pōwhiri it as an opportunity to introduce this key cultural element at the perfect time.
‘It brought mana and gravitas to the occasion. It was moving for many there and well-received by those who witnessed it.’
A resident of Rakiura for 55 years, Gwen says the pōwhiri has had far-reaching effects on the island. Te Reo is now being taught to a class where they learn tikanga as well as the history of the island and about the mana whenua who live there. It is also being embraced in places like the local Four Square and in the school where Te Reo and English are used interchangeably.
There is a new dynamic to the community now, one that is more actively embracing biculturalism, the language and the deeper stories of this place. Gwen also notes that she’s loving seeing the way New Zealanders more broadly are coming of age with Te Reo and is so proud of the way that this small community at the bottom of the south is embracing this too.
Community Development is not always a linear path
As it is with any large-scale community project, challenges are always present. Whether it is the practical logistics of building in a remote location or negative comments from some quarters, there will undoubtedly be obstacles to overcome. Creating things for and in the community can at times be messy – it’s never a linear path.
Having not yet been open for a year, the heritage centre has already seen 14,000 visitors through the door. The centre has seen 25 school groups visit as well as strong support from both local and national visitors. To the community it is not only a source of pride and achievement but also a great drawcard to the Island, helping to bolster tourist numbers and support the economy of Rakiura.
Bruce Ford, Raylene Waddell, Jo Learmonth, Elaine Hamilton, Raja Hidzir, Julian O’Sullivan, Ian Sutherland, Margaret Hopkins
Margaret is also excited by the next generation of strong community-led leadership that’s emerging on Rakiura via Future Rakiura – a group formed in 2019 to encourage and build collaborative leadership skills amongst young people. As a mentor for this group herself, Margaret has seen them pull together and lead Waitangi Day celebrations, community get-togethers, and fundraisers for small community projects. Gwen also is a mentor for Future Rakira. Connections help to bind the community together, allowing them to create a unified focus when it comes to getting things done for the people who live there.
“When you come out the other end of a project like this, you realise that no matter where you live, or what resources you have at hand, if you have the vision and the drive to get it done – anything is possible”
Joy for Generations: Nurturing intergenerational connections
As the old proverb goes, it takes a village to raise a child. Having strong relationships and connections with people nearby who are young and old, contributes to children, young people and parents’ sense of belonging and safety. And this feeling goes both ways – all generations benefit from feeling connected with their community.
For those of us with our heart in transformational initiatives, Joy for Generations (JFG) is a story of building connections in local communities to bridge the gap between generations young and old. It’s about learning from one another, proactively counteracting loneliness, and reconnecting community.
Intergenerational connection and learning have always been a fundamental part of flourishing, thriving communities and cultures. Yet too often we divide our communities and activities up by our age.
Our young people are in schools, while more mature and ageing generations often now live in retirement communities or aged-care facilities. As a result, there is often little interaction between generations.
Joy for Generations’ story demonstrates the importance of building intergenerational wellbeing in place, reconnecting our young people with the learnings and love of those before them.
Building a community within a community.
Lucy Adlam is a self-starter. Working for a not-for-profit organisation that connected older people with services in their community, she was about to take maternity leave when she decided to spend two weeks in the call-centre before she left. Her experience there changed her.
“Some of the elderly people I spoke to said it was the first phone call they had received in months.”
Lucy decided that once her daughter was born, she’d start volunteering and spend time with seniors – knowing firsthand how important it is to involve everyone in community activities, to relieve isolation and improve their wellbeing.
Lucy began visiting rest homes. She remembers the memory of seeing people with no visitors, month in, month out.
“I still feel it all over my body.”
One day, Lucy noticed a woman lying still in her bed, unmoving. It wasn’t the first time she had noticed her. Not knowing what else to do, she carefully knocked and poked her head around the doorframe.
“Hello… there’s a baby here!”
The woman immediately rose up. She managed to climb out of bed, and she began to sing to make the baby laugh. It was as meaningful to Lucy as it was to her young daughter – with the older lady now dancing around the room.
This was the moment that the seed for Joy for Generations was planted.
Connection is essential to wellbeing.
Weaving together the strengths and relationships in your place.
With a young family, little time, and – at this point – no funding, Lucy knew it was important to first build from her own networks, relationships and local strengths. She began to engage the other new mothers within her antenatal groups.
Lucy began bringing more new mums to visit with the rest home, and they created intergenerational playgroups.
This point on their journey was about building relational capacity, and growing the group’s momentum through a sense of fulfilment. JFG wasn’t yet official, but Lucy’s connections within the community were growing.
Intergenerational play brings fun and connection to all involved.
Leaning in, and learning as you go.
Joy for Generations became official when Lucy moved to the Wairarapa.
By working to identify their kaupapa and vision of intergenerational wellbeing, Lucy was always learning.
“As much as we loved to see the playgroups grow, we noticed an imbalance of attendees, with rest homes having large groups of seniors and children feeling a little intimidated. This helped us to see that a core value in our groups was equal enjoyment for all generations.“
On the back of this learning, the group learnt to adapt their vision by focusing on how to bring the different generations together in a way that benefited the joy and learning for both generations.
JFG began teaching children more about older generations to make them feel more comfortable and increase their understanding of other generations. This helped children understand the meaning behind the intergenerational activities.
One of the most important parts of mindful development is to recognise that it’s easy to get busy with the ‘doing’, and not make time to reflect on what’s working, what’s not, and how to adapt.
Music workshop for the young and the young at heart.
Building momentum through collaboration and experiences.
Collaborating with diverse community groups and organisations Age Concern, Ka Pai Carterton and Neighbourhood Support, and connecting with the three district Councils in the region, JFG formalised their structure and set up a Board of Trustees to provide strategic guidance.
JFG organised a community hui (Wairarapa Children’s Day) and invited local kaumatua to share stories and crafts with children. Strengthening connections and relationships with local iwi was always a priority of this kaupapa.
“Maybe because it’s a small region, there is a strong sense of place and belonging here. Everyone just got involved. We only initiated the start and it grew into this wonderful thing.”
Poi workshops were held at the local primary school, and several rest homes brought residents to the school to participate. The only challenge was getting the seniors back to their rest home.
Sharing Joy” artworks created by local tamariki.
During Lockdown, JFG acquired some funding to create art packs for 50 families, sending the art out in collaboration with Age Concern.
“One older lady called me and told me just how much the artwork blew her away. She didn’t have any family or grandchildren around her. The young boy who created the artwork now calls that lovely lady his ‘NZ Grandmother’ – and they exchange art work and cards regularly. I mean, that is just one of those wonderful moments.”
A rally cry for more diverse funding models.
As JFG grew, so did its financial needs. In what is a familiar story for many grassroots community-led initiatives, their sustainability and impact rely on volunteers, on funding and in some cases, self-funding. More and more rest homes wanted to set up intergenerational playgroups, but this began taking more resources than JFG had to give.
Building relational capital, nurturing local relationships and developing adequate funding proposals all takes resource, capability and capacity that some locally-led initiatives don’t have to spare.
“As community-led initiatives continue to learn and develop as they go, it calls for funding models and procurement systems to do the same. One system does not fit all.”
Another JfG initiative, the Happy to Chat bench, invites people to connect and share a yarn.
Funds might run out, but the community never goes away.
Intergenerational practices provide a setting that can help to relieve isolation and involve people in activities that contribute to – and improve – the general health and wellbeing of our societies and of our families.
The relationships built, the learnings gathered, and the people who have now been connected and inspired by JFG continue to exist in the Wairarapa.
“There are a couple of other playgroups at rest homes around New Zealand, but no other organisation is focusing on intergenerational initiatives and connections. We’ve really tried to develop the intergenerational space here in New Zealand, and have been found online by groups in America and Asia who have contacted us for support. Some things work out, and others don’t. It’s all learning. People who want to better our communities, our tamariki, our elderly, will never go away.”
Lucy is pragmatic. She sees JFG as a pilot, and hopes that it will be an initiative that sprouts again inside and outside of the Wairarapa region, fostering age-inclusive communities all across Aotearoa.
Video: The Heathcote Village Project
10 years on from the tragic earthquakes that struck the Canterbury region, The Heathcote Village Project share their story from the epicentre of the quake, with a focus on the power of community when working from a strengths-based model.
“It’s that shift that is happening at a world-wide level of realising that we are living. Therefore we need to think in more of a living systems way. A dynamic way that allows for emergence and doesn’t go pre-prepared.”
Kidshub: Looking after our tamariki, whānau and community the CLD way.
Over the last two years the Christchurch Methodist Mission (CMM) Community Development team have worked alongside a group of whānau who are passionate about providing experiences and opportunities for their community. Together they have created the ‘Kidshub’ initiative in Linwood, Christchurch.
The Kidshub committee is now made up of 5 whānau leads and committed to providing low cost or no cost activities for whānau in the Linwood area. Building on the seed of an idea sown at a parents’ hui about five years ago, they have been busy organising community meetings and community events for their whānau, tamariki and the wider community.
With support from a CMM Development worker, a family worker from the Linwood Community Corner Trust, a Christchurch City Council advisor and Kim from the STEAM collective, the committee has organised a range of activities for the community during the school holidays. These activities all promote brain development and team building: they include art and craft, high tech days, maths exercises (using dragon cards in order to complete mathematical tasks in a fun way), engineering exercises, as well as bus trips to Victoria Park, Willow Bank and Spencer Park. Moreover, the committee also organised several community events throughout the year such as a kids market, Quiz night, neighbourhood BBQ, pizza nights and a light dance.
Fun for everyone at the Kidshub Activity Day 2019.
In February 2020, whānau and tamariki presented Kidshub to the Linwood Community Board, sharing their vision and goals: to give the tamariki the kind of experiences that they have been dreaming of, experiences that they wouldn’t normally have access to, and to enable whānau to share these experiences with their tamariki. The Kidshub committee envisions these experiences to come at little to no cost for whānau to ensure that tamariki have the highest possible likelihood of being able to participate.
Kidshub is all about fostering community connections in a neutral environment. A place to nurture whānau connections and to create a sense of belonging and bonding, with shared interactions and new experiences in a safe space for whānau to enjoy time together.
Key community-led learning from Kidshub:
In talking with the committee whānau about why they enjoy the Kidshub, they speak about the relationships they been able to build with the people whom they have met, and about having grown in confidence. The hope is that this will filter through to their tamariki to grow more confident and eventually become leaders in their local community. Kidshub is nurturing this growth and providing opportunities for leaders to grow.
Gardening is a great way to learn for the tamariki.
The success of the Kidshub initiative points to the role that the following key principles of community-led development play in community projects:
The importance of place and a sense of belonging
There is a long term commitment to the mahi because the whānau feel a strong sense of connection to, and ownership of the places and spaces occupied. Working in collaboration with the neighbourhood and making sure everyone felt safe and respected, the committee cleaned up the section, removed rubbish, and turned it into a space that was safe and safe for everyone to enjoy.
Belonging, community and play are represented in the Kidshub logo.
Taking the time to listen and understand local voices
The committee dedicated a lot of time to building trusting relationships with the whanau in their community, and involved them in every step of the process, starting from scratch and finding resources needed to create a space where everyone felt heard, understood and had their needs met. It is from the shared experience and active listening and engagement that trust, respect and relationships can grow.
Local leadership and learning by doing
The driving power behind Kidshub was the leadership of the four key women and their wishes for their children. Putting these ideas into action and reaching out for support where they needed it enabled them to build relationships with people in the wider community, even with those whom they never imagined they would be able to connect with. They were able to build trust through making the commitment to show up, listen and act on what they promised. Growing and learning along the way, there is not set-in-stone agenda, the whānau are shaping next steps as they go along – together with their community.
For more information on the Kidshub initiative, please email Anne Gibling, Christchurch Methodist Mission.
Punching above its weight: The revitalisation of Reefton.
Similar to many other small towns across Aotearoa, the people of the West Coast township of Reefton have been working hard to revive their town and restore not just its history but its future as well. In early 2019, key economic indicators demonstrated that what locals had intuitively felt was indeed happening: by March, the GDP in Reefton had grown by 14.6% and its labour market had grown by 14.5%, compared to the national average of 3% and 1.9%.
The decades of work to revive their town’s fortunes were paying off!
Reefton’s beautifully restored shop fronts on the main street.
A real boomtown during the heydays of hard rock underground gold and subsequent coal mining (with 2,000,000oz of gold extracted between 1870 and 1951!), Reefton, like many small regional towns, went into a significant decline during the last decades of the 20th century, struggling with a changing economy and increased privatisation. The closure of major Government departments such as the New Zealand Forest Service and Railways resulted in a drastic shortage of local work opportunities and consequent rise in unemployment in the area.
But Reefton’s locals are fiercely loyal to their place and have worked together to transform Reefton not only into a popular tourist destination, but also attractive to entrepreneurial investors and new residents seeking a lifestyle change.
Shared local vision grows collaborative local leadership
The revitalisation of Reefton into a contemporary, progressive town can be attributed to a mix of external backing and community-led initiatives, as well as the dedication of passionate individuals, who together have produced remarkable outcomes for their town. In his position as manager for the Department of Conservation, Paul Thomas moved to Reefton in 1990 and saw the potential of Reefton’s unique location and history despite its then rather impoverished state. He’s been a hard-working advocate for the town ever since: Paul was part of the first core group of locals pushing for change, seeing an opportunity to leverage Reefton’s unique environment and rich heritage history. Proudly known locally as the “Town of Light”, many people may not realise that the Reefton was actually the first town in the Southern Hemisphere to have a public and reticulated supply of electricity in 1888, even before London and New York!
Reefton’s rich heritage is ever present.
Done with being done to: Meremere’s journey to confident local leadership
Located about halfway between Auckland and Hamilton, just off the State Highway 1, the township of Meremere had struggled to revive its heyday’s spark after the Meremere power plant shut down in 1991 and many residents lost their employment. A sense of feeling forgotten and cut-off created frustration among the residents, and for several years, initiatives by different providers and ‘outside’ organisations had only temporary effects – one sentiment shared by the community was that they felt “done with being done to”.
Growing Collaborative Local leadership
With initial support from the local Council, the Ministry of Social Development, and the Department of Internal Affairs, a group of local residents took matters into their own hands and formed the Meremere Community Development Group in 2011. Thanks some initial grass roots funding like the Community Organisation Grants Scheme (COGS), the group gained momentum and led their first own community projects – these successes built the foundation and vision that then led to the establishment of the Meremere Community Development Committee Inc. in 2013.
Ben Brown, Secretary of the Development Committee, describes the committee as a core group of people that acts as “a sort of super-glue” for the community: “We look after the community-led, the community-based stuff, we help out with people’s community development aspirations.” Establishing this group and voicing the community’s hopes and needs were among the key first steps for the locals to step into their own power to activate change in Meremere.
Predator Free Wellington: Taking a collective leadership approach to build a social movement.
From the get-go, this initiative has been driven by the understanding that the vision of a predator free Aotearoa needs to be strongly rooted in, and driven by local communities. The ever-growing map of participating Predator Free groups, big and small, across the country is testament to the strength and diversity of the Predator Free movement.
Across Aotearoa, communities are taking action to enable the aspirational goal of Predator Free 2050. The aim is to completely eliminate the predators most dangerous to our unique biodiversity (rats, stoats, and possums have been identified to be the most damaging of introduced predators). Collaborative efforts are underway at national, regional and local levels to make change happen.
Building on shared local visions
“Taiao – environment at particular places” is one of seven key principles in the national strategy which is enabling ‘bottom up’ innovation and tailored responses. Predator Free Wellington is one of many initiatives underway, their goal to make Wellington the first predator-free capital in the world. They’re moving along at high pace and have nearly completed the first phase of their plan, namely eradicating pests on, and returning native birds to, the Miramar Peninsula. To achieve this, Project Director James Willcocks and his team have built a tight network across the resident community, getting everyone involved in setting up bait stations and traps across the Peninsula.
“We designed this project from the bottom up with the community at the centre. Our vision is for both our communities and our native biodiversity to thrive. You cannot have one without the other.”
Wharekahika: Coming together to protect one another
In Wharekahika (Hicks Bay), the community response to COVID-19 started several weeks before Lockdown already, as an abrupt halt to Chinese log exports led to a surge of unemployment around the East Coast in February. Knowing that whanau would need support with food and other essentials, Ani Pahuru-Huriwai (Trustee of Te Aroha Kanarahi Trust, and Executive Director at Tairawhiti REAP) turned to her networks. She approached philanthropic, iwi and government contacts for funding, Gizzy Kai Rescue for food and her trusted kaimahi to help coordinate the ordering, dispatch and delivery of kai and care packages.
We were able to supply 70 homes with food in the first week of Lockdown, rising to 100 homes in the second week. “
“We were able to supply 70 homes with food in the first week of Lockdown, rising to 100 homes in the second week. This grew to 200 households weekly when our Te Araroa whanau joined us. We had two people ringing homes twice a week to identify needs, and 10 volunteers doing deliveries – in some cases they were driving two hours to reach whanau in really remote places – gravel roads, crossing rivers, stock and subsidence were regular hazards.”
We had two people ringing homes twice a week to identify needs, and 10 volunteers doing deliveries to 200 households every week.”
Hapu and community-led action to minimise risk
But in order to fully protect the community, more, and quite different work was needed during the rahui (lockdown). Despite government messages to restrict travel, tourists were still entering the area prior to Lockdown. In response to this (and following the example of the checkpoints established in Apanui), a hapu roadside checkpoint was set up on State Highway 35 to remove that risk to their community. This was spearheaded by Tina Ngata and Ani, with support from the local hapu Te Whanau a Tuwhakairiora.
Other hapu and communities from Te Araroa to Tolaga went on to establish checkpoints themselves, along with the neighbouring iwi Te Whanau-a-Apanui. The goal was clear: “keep the virus out, and our whakapapa safe”.
Good communication between the checkpoints was essential to achieve this goal, and the checkpoint team made sure to connect daily with others around the Coast, as well as with police and central government. Te Aroha Kanarahi Trust moreover contacted the national Motorhome Association with the request to ask their members and visitors not to travel to the East Cape, as the population was at high risk of contracting the virus. “The Motorhome Association President sent out our email to over Ninety thousand members asking them to respect our request. A popular tourist destination in the area is the East Cape lighthouse, and the landowners closed access to it to help our cause. We were very grateful for such a strong level of support.”
Kore Hiakai Zero Hunger Collective
Resilience takes courage. And trust.
Coming together as a community to brave a storm, such as the Covid-19 pandemic, requires a whole lot of both.
All over Aotearoa New Zealand, social service agencies, social enterprises, food industries and community-led initiatives have been increasingly responding to food insecurity. With the economic effects of Covid-19 taking hold from early on, many new community-led initiatives popped up to ensure local people are fed.
One example of this immediate locally-led action has been the Sikh Community who fed 15,000 families across Aotearoa,in an enormous group-effort over two weeks in April. Starting with the Takanini Gurudwara Sikh temple community where volunteers cooked enough meals within 24 hours to feed several hundred families. These families were given a food package to get them through the following few days. For many, this would have been the first time they would have reached out for help and queued at a foodbank in order to feed their families.
“We must address the various causes across all levels of society to combat food poverty across the country now.”
Tric Malcolm, Pou Ārahi Executive Officer for Kore Hiakai Zero Hunger Collective says the growing number of communities and organisations stepping up to meet the increasing demand for food support is fantastic. “But without a systematic approach, this growth may lead to greater dependency. We must address the various causes across all levels of society to combat food poverty across the country now.”
Building from strengths
The Kore Hiakai Zero Hunger Collective was established in 2019 with the ambition to tackle this problem through a joined-up national strategy to end food poverty in New Zealand.
Project C-19: Collaboration across boundaries
The Nelson Whakatū community is no stranger to a Civil Defence Emergency.
Hit by severe weather and floods in 2018, devastating bushfires in 2019, and now, Covid-19.
Within days, a new collaboration between community-led initiatives and organisations dedicated to helping the most vulnerable was formed. Project C-19 is a collaboration between Volunteer Nelson and Neighbourhood Support Nelson, both very active and visible community organisations in the region and funded by Nelson City Council .
Grow from shared local visions
The goal was clear; to support the organisations working with the most vulnerable in the community. To predict which needs might arise and be most crucial, the Project C-19 team developed a work exchange survey to help identify those gaps and needs, as well as to share their strengths, resources, and capacities. This evidence saw the organisations quickly self-organise and reassign their shared capability to respond directly to what they had identified: an increased need for food and housing support, as well as for strong and direct communication – not only between the organisations themselves, but also to the community so that the right source of support can be found for everyone’s individual needs and questions.
C-19 Project Manager Dawn Gauthier says she was amazed how immediately Nelson’s active support networks kicked into action:
“The organisations were so well equipped that within days, helping hands were reaching out to those who were stretched. The proactive and empathic approach of community organisations like Age Concern was impressive.”