The Women’s Friendship Project

Micro-credential 2024 Cohort Profile

The Women’s Friendship Project is a community initiative led by Deirdre Meskill, who serves as a Community Facilitator for Catholic Social Services (CSS) and the Ecology, Justice and Peace Commission in the Catholic Archdiocese of Wellington. Her mahi focuses on supporting local initiatives and advocating for systemic change.

I’ve been in this role for almost two years, connecting with communities to see where CSS might thread in facilitation and skills. I’ve worked and volunteered for over 20 years in various capacities in church, school, and Irish community groups, often in roles involving change processes and facilitation. This project reflects my passion for creating meaningful connections between people.

The Beginnings: Listening and Connecting

The Women’s Friendship Project emerged from Catholic Social Services’ partnership with Red Cross on refugee resettlement mahi. Our volunteers expressed a wish to connect more deeply with the people they were supporting. At the same time, CSS observed increasing loneliness, isolation, and polarisation in society.

I became involved in December 2022, co-leading a pilot project in Pōneke with Changemakers. We connected former refugee women and locally-connected women for intentional friendships. With a small group of three pairs meeting for six months, the experience was very positive. However, there were challenges with finding participants for the next round, so I began exploring Te Awakairangi as a new location, where housing availability has drawn newly-settling communities.

Applying CLD Principles: Building Relationships and Trust

I met with Welcoming Communities Officers from Te Awakairangi ki tai and Te Awakairangi ki uta, and we held a hui with seven parties, including women leaders from two newly-settling communities. From this, a core group emerged: one leader from the Ahmadiyya community, two Welcoming Communities Officers, and CSS.

My role as lead enabler involved facilitating connections. Maleeha, the Ahmadiyya community leader, became the key connector to her community, and the Welcoming Communities Officers supported us as connectors to local resources. I recognised the absence of mana whenua at the table, and the Welcoming Communities Officers, who had relationships with mana whenua, confirmed they would connect at the appropriate time, given the many demands on mana whenua’s time and resources.

We prioritised whakawhanaungatanga (relationship building) and manaakitanga (hospitality).

We began with kanohi ki te kanohi hui to build relationships. We included kai and ensured cultural considerations were respected. Karakia was a meaningful way to honour Te Tiriti and find common ground in our diversity.

Trust and relationship-building were central. Then Maleeha and I met separately in addition to group hui to discuss challenges, such as power dynamics. Together, we found a mana-affirming way forward.

Adapting to Community Needs

In the Pōneke pilot, women were paired for one-to-one friendships. However, in Te Awakairangi, the collective culture of the Ahmadiyya community required a different approach. The project evolved into community gatherings.

We adapted our plans, including changing the venue from a church hall to a local library—a neutral and welcoming space suggested by a Welcoming Communities Officer. We also adjusted our expectations for attendance. Though fewer women than planned attended the first gathering, the feedback exceeded our expectations. Women told us it was fun and that they would come again.

I co-facilitate the gatherings alongside Maleeha. Each gathering follows a simple format:

• Karakia
• Whanaungatanga – connecting who is in the room and grounding the project
• Icebreaker activities – pairing women to mix and have fun
• Social time over kai

The gatherings are relaxed and welcoming, with no burden on the women to prepare food. They can bring their children, and we add special touches like attractive table settings to show appreciation. The women are now suggesting activities, leading them, and even planning to meet outside the gatherings.

Reflections and Learnings

This project has two distinct phases: the long lead-in planning and the gatherings. The planning phase required patience, trust-building, and adapting to community needs. I faced challenges, particularly in recruiting locally-connected volunteers. Mentors reminded me to trust the community-led process—that the right people would come. This has proven true, with women now inviting others to join.

Key reflections include the importance of:

• Taking time to build trust and relationships
• Acknowledging power dynamics and enabling shared leadership
• Tailoring cultural awareness training developed and led by the community
• Creating a welcoming, low-pressure environment

Feedback from Maleeha has been invaluable. While she initially saw me as the project lead, we’ve grown into a partnership where she provides candid insights, such as her cultural expectations for directness. This feedback has deepened our collaboration and my own self-awareness.

Ongoing Impact and Broader Connections

I bring three lenses to this mahi:

1. Connection – Everything is connected. This project has sparked new relationships within and beyond the community.

2. Encounter – Inspired by Pope Francis, I focus on creating spaces for genuine connection across differences.

3. Whakapapa and Justice – As a first-generation Irishwoman, I bring an awareness of colonisation and social justice, which helps me connect with women from migrant backgrounds.”

The Women’s Friendship Project embodies these values, fostering trust and mutual support among women from diverse cultures. As the initiative grows, Deirdre is hopeful that it will continue beyond its initial funding, sustained by the women’s enthusiasm and leadership.

This project shows how much hope lies in connection and common ground. It’s a privilege to support these women as they build meaningful relationships and spark possibilities for the future.

This case study is drawn from Deirdre Meskill’s mahi over the course of the Micro-Credential in Community-Led Development (CLD) Facilitation. Shared in her own words, it has been lightly edited by Inspiring Communities for clarity and to suit a blog format while staying true to her experience and insights..

Kai Share – Weaving community connections

James Sutherland serves as a volunteer and Chair of the Executive for The Valley Project, a community-led development (CLD) organisation in Ōtepoti, Dunedin. His role is focused on grassroots governance and addressing community needs such as food insecurity, health, and fostering a strong sense of connection.

I got involved as a new resident to the Valley while studying at university. I wanted to give back to the community, so I joined the Executive. Through my experience on boards in mental health and social services, I’ve worked to ensure people feel heard and their views are incorporated into decision-making. One such example is the Kai Share programme, which needed to be reviewed after it drifted away from its kaupapa during the COVID pandemic.

Kai Share: Listening and Engaging the Community

Kai Share began as a community-led initiative, but during COVID, it shifted to a disconnected model, losing its grassroots essence and creating barriers to access for those most in need. When I became Chair in 2022, I prioritised strengthening our organisation internally so we could better support the community externally. This included a review of Kai Share to ensure it reflected our kaupapa, reduced barriers to entry, and aligned with te ao Māori values.

I formed a core group to lead the review, including Kai Share participants, volunteers, and staff. We had limited trust with the volunteers and participants due to the breakdown of communication during COVID, so my focus was to rebuild relationships and involve the community in shaping the programme.

I started by having formal and informal conversations with volunteers to understand the programme’s challenges. We identified that participants needed more wrap-around support, such as connecting with social services or translation help for those with English as a second language. This insight guided the facilitation of change.

Applying CLD Principles: Collaborative Governance

The Valley Project operates on key values:

• Care: Caring for our community and environment through community-led change.
• Collaboration: Working with individuals and groups for collective benefit.
• Wellbeing: Enhancing community quality of life.
• Welcoming: Embracing all walks of life and cultures with a te ao Māori approach.

These values underpinned the Kai Share review process. I established the Kai Share Action Komiti, made up of executive members, staff, volunteers, participants, and key stakeholders, including mana whenua, single parents, and refugees. The komiti met every three weeks to develop a shared vision for the programme.

Meetings followed a structured but flexible agenda that included karakia, updates, and breakout discussions to address governance and operational issues.

I ensured everyone’s voice was heard by creating spaces for quieter members to share their ideas and allowing dominant personalities to challenge each other constructively. This balance helped us reach consensus and incorporate diverse perspectives into our decisions.

Adapting to Challenges

The process wasn’t without its challenges. Power imbalances, logistical issues, and strong personalities required careful facilitation. I found that group activities, such as breaking into smaller teams, helped mitigate these dynamics.

Another challenge was ensuring safety for volunteers, as they sometimes faced threatening behaviour. I swiftly implemented a ‘Conduct’ poster and created volunteer contracts to set clear boundaries and improve wellbeing. Although this decision was made without full Executive approval, it was necessary for immediate safety. The response was overwhelmingly positive, and it reinforced the importance of prioritising volunteer safety.

Empowering the Community

The komiti adopted a holistic, te ao Māori approach, recognising the interconnectedness of community wellbeing. We designed demographic forms to tailor support services, linking participants to budgeting services, community gardens, and translators. These changes aimed to reduce dependency on Kai Share while addressing the root causes of food insecurity.

Community members brought passion and commitment to the process. By going back to their networks for feedback, they ensured the programme’s redesign reflected the voices of the Valley. The new model focused on supporting locals, fostering grassroots, community-led spirit.

Reflections and Learnings

I tend not to think of myself as a great facilitator, it’s the people in the group who make it a success. However, the feedback I’ve received has been humbling. It’s shown me that I’ve been able to work collaboratively to create meaningful change.

Key learnings include:

• Building trust and relationships is vital for rapid progress.
• Facilitating consensus requires balancing diverse voices and managing power dynamics.
• A te ao Māori approach enhances wellbeing and strengthens community connections.

Working with the community has been rewarding. The programme reset in just four months, and we’ve returned to a truly community-led model. The skills I’ve gained in CLD facilitation have made me a better leader and taught me the importance of learning by doing.

Looking Ahead

This is just the beginning of my CLD journey. I plan to deepen my understanding of our community’s history and demographics to better support future initiatives. I’ve also started a CLD Chair’s Hui in Dunedin, bringing together leaders from other programmes to share facilitation skills and build stronger partnerships.

CLD has taught me that my role as a facilitator is to bring together the flax leaves to weave the basket of support for our community. Kai Share is a testament to what we can achieve when we work together, and I’m excited to see where this journey takes us next.

This case study is drawn from James Sutherland’s mahi over the course of the Micro-Credential in Community-Led Development (CLD) Facilitation. Shared in his own words, it has been lightly edited by Inspiring Communities for clarity and to suit a blog format while staying true to his experience and insights.

Tawaipareira Reserve Placemaking

Tawaipareira Reserve Placemaking
Micro-credential 2024 Cohort Profile

Applying CLD Principles

Community Brokers support and empower community groups to lead initiatives that are important to them. My role in the Tawaipareira project was to facilitate connections and support iwi members in the process of working with Council. In doing so, I acknowledged the iwi relationship to the whenua, the history of colonisation, the mana and generosity of the people involved.

An important step was to make some budget available to enable those involved to be acknowledged for their mahi. Although it hadn’t been part of the initial budget, Council agreed to $10,000 to enable iwi to produce a design concept that would be worked up and implemented by the Council project team as part of the final design of the park.

In 2021, I organised a Zoom hui with the designer, a Ngāti Paoa kaumātua she invited, and the new Council project manager. We brainstormed and the kaumātua suggested we adopt the same tuakana/teina approach as E Tipu E Rea. Rangatahi with an interest in design would be supported to create the design concept, with the guidance of professional Ngāti Paoa artists. Rangatahi would gain valuable experience, and all would receive koha.

Challenges and Adaptability

This project has extended over several years and faced multiple changes and challenges – the passing of a kaumātua, COVID restrictions, changes within the Ngāti Paoa governance structures, budget cuts, protracted timelines, Council restructures, and for me personally, a period of extended family health leave.

Through all these challenges, it was central to our place-based approach to hold on to the history of the whenua and Ngāti Paoa’s aspiration of making iwi narratives visible across the motu by bringing them to life.

Reflections and Learnings

Initially, I was somewhat naïve going into the project. I had only recently come into Council from the community sector and was just learning about placemaking methodology. While I had worked with Māori in past roles, I was still learning about relationships with mana whenua in a Council context.

Some of the values that I have learnt from working with Māori over the years and aspire to in my interactions with everyone are:

• Whanaungatanga – the relationships that are at the heart of community development
• Manaakitanga – caring for each other in a reciprocal and mana-affirming way
• Rangatiratanga – respecting and supporting self-determination and agency
• Kotahitanga – coming together as diverse people to work on a shared vision
• Te Tiriti as the foundation for working in partnership

To develop a shared vision for this project, I felt it was crucial to develop relationships with local iwi and to understand the histories of the place. Thanks to the generosity of the kaumātua, I was able to learn more about the stories of the place.

Are you ready to join a growing community of changemakers? Learn more about the CLD Micro-credential here.

This case study is drawn from Fiona Gregory’s mahi over the course of the Micro-Credential in Community-Led Development (CLD) Facilitation. Shared in her own words, it has been lightly edited by Inspiring Communities for clarity and to suit a blog format while staying true to her experience and insights..

Building Welcoming Communities in Gore

Building Welcoming Communities in Gore
Micro-credential 2024 Cohort Profile

Guillaume Willemse, Community Development Team Lead at Gore District Council

Embracing Diversity and Te Tiriti o Waitangi

Challenges and Adaptations

Initially, I thought organising the event would be straightforward. I planned to collaborate with a group who specialise in delivering workshops about Te Tiriti o Waitangi. However, I encountered resistance. The local Runanga expressed their discomfort with using that group, emphasising the importance of having a tutor approved by Ngāi Tahu.

At this point, I realised that moving forward without consulting the local iwi could lead to strained relationships with key community leaders. What seemed like a challenge soon turned into an opportunity for growth. By engaging with local leaders and iwi, I secured their support and built stronger relationships. This experience underscored the importance of involving the right stakeholders.

Reflection on Growth

Key Insights and Future Directions

Every piece of work should encompass all CLD principles to ensure every facet of the project is addressed. These principles include growing from a shared local vision, building from strengths, working with diverse people and sectors, fostering collaborative leadership, and learning by doing.

To ensure continuous growth, I’ve developed a reflective practice plan. This includes maintaining a reflective log, engaging in peer reflection, and gathering feedback from the community. I will continue to learn through workshops and courses, integrating new knowledge into my work.

By embedding these practices, I aim to foster a culture of continuous improvement, ensuring my facilitation remains responsive, adaptive, and impactful for the community.

Through their work with Welcoming Communities, Guillaume Willemse demonstrates the power of cultural inclusivity, collaboration, and reflection in building stronger communities. This journey highlights the importance of adaptability, stakeholder engagement, and a commitment to growth in community-led development.

Are you ready to join a growing community of changemakers? Learn more about the CLD Micro-credential here.

This case study is drawn from Guillaume Willemse’s mahi over the course of the Micro-Credential in Community-Led Development (CLD) Facilitation. Shared in their own words, it has been lightly edited by Inspiring Communities for clarity and to suit a blog format while staying true to their experience and insights..

Building Financial Resilience Through Community Leadership

Inspiring Communities’ Micro-Credential in Community-Led Development (CLD) Facilitation is designed for practitioners already working in communities who want to formalise their experience and deepen their practice. Through a mix of self-directed learning, guided workshops, and critical reflection, this qualification recognises the vital role of bringing people together, facilitating local processes, and driving community-led change. With the support of experienced facilitators and a structured process, students gain new tools, insights, and recognition for their mahi.

Below, meet one of our inspiring graduates from the 2024 cohort and learn how this micro-credential has shaped their journey.

Building Financial Resilience Through Community Leadership
Micro-credential 2024 Cohort Profile

Ruth Nonu, Community Innovation Worker at Te Hiko, Wesley Community Action

When financial challenges arise, many feel isolated and overwhelmed. But in Cannons Creek, Porirua, the Porirua Wealth Pool (PWP) is turning these challenges into opportunities for collective growth. Ruth Nonu, a Community Innovation Worker at Te Hiko Wesley Community Action, has been at the heart of this initiative. Through her leadership and facilitation, Ruth exemplifies how community-led development can empower individuals and transform systems.

“I have been involved with Community-Led Development since completing the Good Cents course in 2019. I joined the Porirua Wealth Pool in 2020, and since then, I’ve worked closely with our members to co-design processes, facilitate bi-monthly meetings, and provide relational support to those navigating financial challenges.”

Applying CLD Principles in Practice

A standout example from Ruth’s mahi highlights the application of core CLD principles:

“At one hui, a member (MA) was facing a challenging financial situation. They felt a deep sense of mamae (pain) and shame. I chose to meet face-to-face, providing a safe, non-judgmental space to explore solutions together. This approach not only alleviated their immediate stress but upheld our shared values of trust and aroha.”

Ruth’s facilitation skills came to the fore when MA’s proposed solution required collective agreement. Ruth ensured the process was transparent and inclusive:

“During the hui, I introduced MA’s problem and shared our proposed solutions. Every member was given a chance to voice their perspective. In the end, we collectively agreed on a resolution, and I made sure to highlight how well we handled this tough conversation as a group.”

This moment exemplifies the power of CLD – solutions are co-created, and everyone’s voice matters.

Reflections and Learnings

Insights

From an outsider’s perspective, Ruth’s work embodies several key benefits of the CLD approach:

• Strengthening Relationships: Trust and collaboration deepen when community members work together on shared financial goals.
• Adaptive Problem-Solving: CLD embraces imperfection, using challenges as opportunities to refine processes and grow collectively.
• Building Local Leadership: By nurturing leadership within the community, initiatives like PWP ensure sustainability and resilience.

The Value of the CLD Micro-Credential

Ruth’s story also highlights the value of the CLD Micro-Credential program, delivered in partnership with Otago Polytechnic. Through reflective journaling and real-world case studies, participants like Ruth gain formal recognition for their work while developing new skills and tools.

Ruth reflects on her learning journey:

“The micro-credential has been a valuable tool in my kete. It’s helped me to adapt and improve my facilitation skills, and to reflect deeply on our processes and practices. I’m grateful for the ongoing support from my team and the PWP members who continue to engage with aroha.”

Encouragement for Others

Ruth’s journey is a powerful testament to the transformative impact of community-led development. Whether you’re an experienced practitioner or new to CLD, the micro-credential offers a pathway to deepen your practice and gain formal accreditation.

Are you ready to join a growing community of changemakers? Learn more about the CLD Micro-Credential here.

Walking Together

As Ruth often reminds her team, “What can we do together that we can’t do alone?” Her work with the Porirua Wealth Pool demonstrates that when communities lead, powerful change happens, not just in systems, but in the lives of individuals.

Strengthening Public Sector Approaches with ‘Make the Move’ Learning Series

We had three clear goals and the feedback from learners afterwards tells a story of success:

• Weave connections so people working in public policy feel less alone and can develop and practice the skills to build deeper and more trusting relationships ✅

• Create opportunities for learning by harnessing the wisdom in the room and learning from leaders working at the intersection of government and communities ✅

• Inspire and catalyse action through sharing what works and engaging in imaginative activities together ✅

What I learned as a facilitator is that there is so much learning that can happen while having fun together and activating our imaginations. It was wonderful to watch the group collectively traverse difficult issues faced in the public sector, while adding creativity, joy, laughter and empathy for community perspectives. Even more wonderful, is participants have already started applying their new skills to overcome complex challenges, from enhancing community feedback loops to fostering inclusive policy development.

Join our next intake if you are keen to learn:

• How to create the conditions for Te Ao Māori-led change
• How to reposition policy workers as conduits and facilitators
• How to creating the conditions for ethical and trusting relationships
• How to create the conditions for innovation, learning and adaptability.

Our face-to-face workshops bring inspiration, joy, learning and connection, sign up for our Spring intake here.

Embracing Change – Inspiring Communities’ Strategic Refresh

We have all heard the adage ‘if it ain’t broke, don’t fix it‘, but what about ‘do your maintenance and protect your asset’?  

Inspiring Communities is not broken. After 15 years we have a lot to be proud of – we have contributed to building the community-led development movement across Aotearoa through our efforts to build capability, create and share resources, and encourage collaboration.  

But we are also aware that nothing stands still. As the wider eco-system shifts, we need to continue to evolve and adapt to support the changing challenges facing local communities and the systems they are part of.

Over the past year, we have been undertaking a review – what is working well, what needs tweaking, and what you, our stakeholders want and need from Inspiring Communities for the next 15 years.

We set about doing some maintenance to protect and strengthen Inspiring Communities.  

One message we heard loud and clear was that Inspiring Communities is still a relevant and valued part of the wider system of community-led change, but that we were spreading ourselves too thin by doing too much. That lead us to refining and simplifying our approach, our messaging, and our range of activities.  

We remain fully committed to promoting community-led change in Aotearoa and see the tweaks we are making as steps to sharpen our focus, to areas where we are uniquely placed to support CLD and influence system change. 

Our new goals are: 

• Building Capability: Providing training and sharing CLD information and resources to enhance CLD skills and knowledge within community. 
• Evolving Knowledge: Generating new insights and resources to continually advance understanding and approaches to community-led development. 
• Influencing Change: Championing CLD at a national/system level to establish an environment that enables community-led approaches. 
• Ensuring Sustainability: Upholding strong governance connecting strategy and operations, while achieving financial stability and upholding Inspiring Communities reputation and credibility.

Alongside these strategic changes will be a fit-for-purpose structure of our Board and leadership team. This will mean setting up new roles with specific responsibilities to lead across our goals. The new structure and roles are also about succession planning, as some long-standing Inspiring Communities leaders have signaled it is time to pass on the baton to the next runner. So expect to see further changes soon as we recruit for new leaders who will be critical in implementing our refreshed vision.  

We are still a small organisation with big dreams, and now we have the next pathway to achieving those dreams mapped out!  

Change never happens by sitting back and doing the same thing. Change happens when we are courageous enough to try something different.  

And if status quo is not going to get the us outcomes we want – for Aotearoa, your organisation, or your community – what can we do about that? We can dream big, we can try a new approach and we can be part of the change. 

I’m proud of the changes we are making at Inspiring Communities. We didn’t keep doing the same thing because ‘it wasn’t broken’… instead, we are having a go at doing something even better.  

Thank you to the great team that have put so much effort and heart into this change process.  

And thank you to all our stakeholders – the funders, the participants, the conveners, the collaborators.

Together we can make Aotearoa a place where all communities are at the centre of creating and implementing change to improve their own hauora. 

Donna Provoost, Inspiring Communities Chair

It Takes Two to Tango

Inspiring Communities’ consultancy arm, Powerdigm, has recently completed a very cool Think Piece – Powering Up Communities to Deliver Local Wellbeing. I wanted to share some insights I gained while working on it.

In preparation of its next ten-year plan, Western Bay of Plenty District Council wanted a better understanding of the local structures and approaches that will support communities trying to improve their own wellbeing. Rather than focus on overseas knowledge, they asked us to find out what can be learnt from the many and varied community experiences across Aotearoa. Producing case studies on six remarkable locally-led initiatives was both a joy and a privilege.

While our Powering Up Communities Think Piece focused on what communities need to have in place to be more effective partners, for and alongside Councils – it can’t all be about what communities are responsible for.

Councils need to be ready to work and partner with communities, just as much as communities need to be ready to work and partner with Councils. Relationships are a two-way street, this means the expectations for the behaviours and ways of working apply to both parties. It also means that individuals within Councils can’t just focus on holding strong external relationships, they must also pay attention to their internal operations so that there is a shared organisational understanding and commitment to:

• sharing power
• being flexible
• adding value – not burden
• appropriate and longer term resourcing
• enabling – not being a gatekeeper for wider Council relationships; and
• supporting greater self-determination for local hapū, iwi and community partners. 

Funding to ‘enable local outcomes’ is all very well but who is determining the outcomes – Council or communities? Are arrangements focused on Council defined outcomes or those prioritised by community organisations themselves? Ideally, it will be a little of both – yet too often Council priorities drive what gets funded, and this is done under the guise of working in partnership.

The requirement for Councils to rebuild trust with local communities was one of the key findings in last year’s Future of Local Government Review. This is a huge job – turning the Titanic in large public sector organisations is no easy task. And it’s something that neither Councils nor communities can do on their own – it takes two to tango. 

I’d also argue that if institutions aren’t collaborating well internally, there’s little hope of effective collaboration with their communities. Paying more attention to enabling quality relationships internally as well as externally is time consuming but vital.

In my experience, the best place to start is with what’s right in front of you – by demonstrating what it looks like to hold an authentic relationship. For me that often means giving before receiving (do for others first), doing what you say you’ll do (deliver!)  and going the extra mile so others can visibly see, feel, and experience what working differently together can look like. Within that, we need to be honest and upfront about constraints, as they don’t mysteriously disappear. Breaking off small bits of the mythical elephant rather than expecting or promising too much all at once is sage advice.

After a decade or more at the helm of Inspiring Communities I’ve decided that it’s time to make a change. Rather than co-lead the organisation, I want to spend more time working with Councils, communities and other partners who are wanting to make collaborative community-led change work well. I’m not going far, I’m keen to keep working as part of the Powerdigm network and look forward to having more time to help people and places do better together.

Megan Courtney, CLD Coordination and Practice Lead

Te Puna Oranga o Ōtaki – A Wellspring of Abundance

This case study was curated to spark thinking about local structures and approaches that can enable communities to improve their own wellbeing. It’s part of a wider Think Piece, Powering Up Communities to Deliver Local Wellbeing 2024, commissioned by the Western Bay of Plenty District Council.

JOURNEY TO DATE

Having sought guidance from local kaumatua, the Te Puna Oranga o Ōtaki (TPOoŌ) logo depicts the many divergent springs that run from the source of the Ōtaki River. Like the logo, TPOoŌ embodies the wider Ōtaki community, connected through their locality and meeting both needs and community aspirations. They are a Kaupapa Māori organisation, not an iwi or hapū provider.

Originally funded as the Ōtaki Integrated Family Health Centre when it started in 2012, TPOoŌ began its journey slowly, navigating its way with one part time project manager that sought to build relationships in health service provision across local providers. Funds initially were held and managed by the Central PHO, which suited the small group finding their way. In 2021 after grappling with their place in the community, and after considering the need and relevance, the TPOoŌ board decided that yes, they have a place and took the leap, invested in their future, and become a legal Charitable Trust.

At that time, they had no physical location to base themselves and were a third party in a significant Regional Development (He Poutama Rangatahi) funding contract, with minimal staffing. Despite this, the board saw this as an opportunity to become independent and seek further funding to start building their mission, which at that time was to raise the health and wellbeing of the Ōtaki community. Ōtaki Integrated Family Health Centre CEO and Chairperson for TPOoŌ, Kiwa Raureti says this change of circumstance gave them the confidence to back themselves and pointed out the nature in which Ōtaki organisations do things a bit differently through rangatiratanga – a sense of self determination.

As a community-led resource, Te Puna Oranga o Ōtaki sees its role and function to ensure this occurs across Ōtaki and aim to do this by:

• Facilitating inclusive community leadership and direction
• Communicating with and being accountable to stakeholders
• Supporting aspirational wellbeing initiatives across Ōtaki
• Advocating for Ōtaki, to grow and develop its capacity towards self-determined autonomy.

Understanding what the community wanted and thought, saw some brave initial engagements where the TPOoŌ Board and Ōtaki Medical Centre owner encouraged people to come along and have their say in public forums regarding health services, and current access to medical care. While parts of the community were initially angry and frustrated at the state of current services, eventually the public perception changed as they began to empathise with the realities of the situation health service providers were in and they understood the difficulty in finding doctors to service the town, a common theme in the lower North Island at the time. This strengthened the vision for the organisation and saw them focus on health provision.

TPOoŌ had an original goal to purchase half the medical centre and find ways to ensure people had access to services. As a result of their holistic Covid 19 response, they now have a stand-alone clinic offering basic services to whānau including wellbeing checks and immunisations and a more recent addition of a mobile health unit to offer direct services to whānau in neighbourhoods where they live. It is also taken to community events. This has been a game changer for a small town, in particular for those who are not able to get appointments or are unable to travel.

Services currently include:

• Hauora clinic – clinical health services
• Te Hunga Rangatahi – youth employment programme
• Community Connector – supporting whānau navigating challenging times.
• Ka ako Ka ora – lunches in schools programme
• Healthy homes project – ensuring homes are healthy for all.

ORGANISATIONAL MODEL

Identifying that the TPOoŌ project manager needed additional support and authority, a change process was instigated which reflected the growing nature of the organisation and desire from the board to move into a governance role. Prior to this they were assisting with management functions due to the stretched staffing, absence of sound infrastructure and an increase in demand for services.

The rapid upscale in funding through the Covid health response put a different strain on the organisation. It increased human resources needed, along with compliance requirements and demands for a physical space for TPOoŌ, as well as the crucial role of ensuing their community was looked after. The lack of office space had challenges and at one point the organisation was spread across four different locations.

Reviewing the TPOoŌ strategic plan post Covid 19 gave the board time to reassess lessons learnt, understand what the priorities were and finally pause from frantic Covid related activities. While community governance boards are an essential legal requirement, and have a large amount of goodwill, they cannot do it all. Time was taken to look at realistic appraisals of future opportunities and expansion and seeing if the governance documents were going to have longevity for what was needed. Shoulder tapping a general manager to lead the organisation through its next phase and further solidifying its role in the community has seen the organisation grow and build on relationships nurtured during Covid. Updated governance policies have made it clear the only one involved across both operational and governance spaces is the Chair, who meets with the general manager regularly, and reminds the governance team of their role and place.

Kiwa notes the substantial number of community organisations across the country, and how the process of setting up a legal structure, policies and people resources is time consuming and often puts groups in competition for funds. In a small town, collaborative ways of doing things brings greater impact and less stress on people’s time as the shared social space is small. An example is a newly formed group Te Tahuaora o Aumenga, who are aiming to work with groups of individuals, sports teams, other groups, teachers, and rangatahi in the mental wellbeing and capacity building space. They do not have funding for that, most of the work is voluntary but they now come under the umbrella of TPOoŌ. It is not unusual for emerging groups to approach TPOoŌ to be fund holder or backbone to assist with infrastructure support, basic administration and venue sharing. It is a better approach than going it alone to set up a whole new legal entity says Kiwa.

Like the many wellsprings that diverge from the source of the Ōtaki River, TPOoŌ know that it is the united strength and resilience found within the Ōtaki community that will bring positive change and propel them into the future.

KEY RELATIONSHIPS

Te Puna Oranga o Ōtaki are a kaupapa based Māori organisation, not an iwi or hapū mandated one. There is a distinct difference. Nga hapū o Ōtaki serve the whānau of the five hapū of Ōtaki and the three marae in the rohe of Ōtaki, which consist of:

• Ngāti Maiotaki
• Ngāti Pare
• Ngāti Koroki
• Ngāti Huia
• Ngāti Kapumanawawhiti
• Te pou o Tainui
• Raukawa Marae
• Katihiku Marae

Regular meetings with the Chairperson of the hapū are essential to keep the lines of communication open says Kiwa, and TPOoŌ wants to be of service to the hapū, an added value not a burden.

Although the majority of the Board members have whakapapa (kinship ties) connections to the hapū, there is a formal hapū rep, nominated by the hapū on the board and this ensures a hapū voice is present, as well as transparent communications back to the hapū. TPOoŌ always saw themselves as a place holder, holding the space until, and if, the hapū were ready to step in and take things over.

Mandated by the hapū to manage and lead the local Covid-19 response, hapū representatives were invited to be part of panels when interviewing key TPOoŌ staff, so they had some visibility, ownership of the roles, and some input into the people being hired. As the health sector locality conversations start to develop further down the track, collaboration and communication will grow with individual hapū to determine individual hapū needs, rather than with TPOoŌ.

Another key relationship is the Ōtaki networking group which has been running informally for over 30 years and provides an effective way for interested community groups to quickly network, collaborate, and keep informed about Ōtaki issues – as well as share good stories that celebrate local success. Meeting monthly, the networking group also provides a sounding board for new providers to the area, offering direction, challenging duplications, access to key people and is an integral way to have visibility over various roles and responsibilities.

Often goals change and priorities diminish, seeking community feedback and understanding identifies that there are lots of different solutions to the same problem. Finding groups who share a common problem, coordinating efforts and bringing different funding streams together to address the issue, helps achieve far greater impact than individual groups working alone.

FUNDING AND SUPPORT

Initial funding was slow, and project based, with the organisation in a relationship building phase rather than leading big projects. It took some time to work out best ways to develop solid infrastructure and be in the right place to take on personnel to enable to direct delivery to whānau. Multiple funders were involved supporting diverse community needs. Funders also started to challenge their own way of thinking and began to work together; a good example was Department of Internal Affairs who could not fully fund an essential service, who collaborated with Wellington Community Trust to co-fund alongside them. Rather than TPOoŌ having to extend resources to find extra funding or reduce services to partly fund a project, the funder decided to take a creative approach and collaborate which ensured the service could be fully funded.

TPOoŌ would like to see more of this funder behaviour as it allows groups to get on with the business of doing. Where once TPOoŌ was once involved but not leading, they are now fund holders determining the direction of the services and shaping them to best fit the needs of the Ōtaki community bringing on essential expertise as and when needed. Relationships formed, nurtured, and strengthened during Covid have paid off with TPOoŌ focusing its efforts on building and mobilising key outside resources to achieve goals for the community.

ENABLERS OF SUSTAINABILITY AND GROWTH

From the perspective of TPOoŌ, wellbeing is not only founded upon presenting individual health factors, but also includes an oranga or a holistic wellbeing approach. This includes, but is not limited to:

• Te Whānau, family-centred wellbeing and self-management
• Te Kainga, improved living environments and capacity
• Te Hāpori, knowledge and access to appropriate community resources
• Te Taiao, participation in and advocacy for wider environmental impacts.

While these are broad, it means largely that whānau can determine what this looks like for them, without being boxed into western understandings. TPOoŌ are committed to looking after the mauri ora or total wellbeing which makes all the difference and is the key enabler when talking with whānau.

CHALLENGES:

• Relationships that enable TPOoŌ to carry on. The biggest challenge is collaboration rather than being in competition for the same funds and for the same work. This means that groups will over promise and under deliver.
• Transport for local rangatahi to get to places is key, with a desire to encourage them to venture out and seek employment or recreational activities. This is challenging when the public transport system has barriers to access.

OPPORTUNITIES:

• Being recognised by funding agencies and having a track record means TPOoŌ can present themselves as a reputable provider that delivers.
• A more recent aspiration is to have a startup Sport Kāpiti. The strength of Ōtaki typically is on the performance field. This is untapped as Kāpiti is producing athletes for the world stage at early ages – how do we invest in this?
• Further collaboration and investment are essential for small communities and the right for Māori to self-determine their own destination should see them leading this as Māori.
• Identifying good paying jobs that are needed in Ōtaki and providing pathways towards these. This will further develop the capacity of local people so they can work, live, and thrive in their hometown.

ADVICE FOR COUNCILS AND OTHERS LOOKING TO SUPPORT COMMUNITY STRUCTURES THAT SUPPORT DELIVERY OF LOCAL COMMUNITY OUTCOMES:

• Often meetings are called with urgency – get the right people in the room at the right time, not after the fact. Identify the expertise required before gathering everyone. Communities are busy and often stretched for time and resources, so decisions are more easily made when the right people are there to progress and find solutions.
• Community organisations have a wealth of on the ground knowledge, but often competing views and conflicting solutions. Organisations like TPOoŌ understand this and work with this, listening to what people (communities) are saying and then (Council and other agencies) can assist the community to get on with it.
• Often groups claiming they represent communities are not the ones the community want to represent them. There are communities within communities, TPOoŌ recognises that they only represent a part of the community, yet councils often prefer to work with one organisation who is making the biggest noise, or who council already have an easy relationship with, but may not be doing the bulk of the work. Investing in community knowledge and taking the time to find out who is on the ground is helpful in the long term and removes many frustrations for everyone along the way.
• Community organisations know how to engage with Māori, some do it respectfully and with intent. Often councils have these expectations of their community but not of themselves when wanting to consult on their urgent multiple workstreams.

The Community-led Development Trust – Our Projects, Our Way

This case study was curated to spark thinking about local structures and approaches that can enable communities to improve their own wellbeing. It’s part of a wider Think Piece, Powering Up Communities to Deliver Local Wellbeing 2024, commissioned by the Western Bay of Plenty District Council

JOURNEY TO DATE

There is an improved sense of communal spirit, which keeps driving those living at home wanting to realise their dreams and aspirations. Lack of employment prospects has been a significant challenge along the Whanganui River Road for many years and even with a resurgence of whānau returning home, having to travel into town for work is still a concern. Fortunately, the road has been upgraded and maintained, primarily though, to grow the region’s economy by increasing the tourist market.

The Community-Led Development Programme (CLDP) offered by the Department of Internal Affairs (DIA) in 2017 was timely and opportune. The Community Led Development Trust (TCLD Trust) as the governance authority and The Community Led Team (TCLT) as the operational arm were established for legal and independent purposes to allow capability and capacity to deliver on the ground community desired projects and programmes.

WHĀNAU, STAY INVOLVED, KEEP EVOLVING

Community-led development is about working together to create and achieve locally owned visions and goals. The TCLT journey has had its ups and downs; sometimes taking one step forward and landing two back especially at the beginning and acknowledging that change was never going to be easy.

There have been many interesting moments, from the delight of being selected for the programme, to the excitement of actually getting started, to sharing the concept amongst local people, to gaining their buy in and trust, to dealing with misunderstandings and miscommunications, to completing projects within their communities and to then celebrating the successes of collaborative actions and outcomes.

It has been a steep learning curve for all involved, understanding and undertaking duties of responsibility and service. These lessons have helped set a solid foundation to operate over the coming years.

TCLT now has its structure (governance, financial and accounting systems, policies and procedures, operational experience, employment capability, etc) in place, after an experiential time of early programme provision and successful implementation of projects such as:

• Hunt Nation Festival (Pipiriki)
• Recycling bins and bags for whānau (Pipiriki, Jerusalem, Rānana and Matahiwi)
• A purpose-built recycling trailer (Rānana)
• A bus shelter (Matahiwi)
• Security solar lamps (Matahiwi and Rānana)
• Road safety mirrors on dangerous corners (various sites)
• Zumba on the AWA (Jerusalem, Rānana and Matahiwi).

There’s no place like home and many whānau leave early in life to pursue education or work opportunities. In 2011 after many years away, Daryn and his wife Ramari came back to Whanganui equipped with a unique capability aligned to the teachings of te kauae runga (celestial knowledge).

To many who know them, they’re viewed as wairua-based people able to employ physical attributes, qualities and experience to link with whānau and deliver practical-based solutions.

Ramari’s heart and Daryn’s career experience placed them alongside family, hapū and iwi championing initiatives that promoted people and place. Roles at the marae led to service within the rūnanga and soon after Daryn was mandated as an Iwi Chair, filling the seat vacated by respected Kaumātua, Bernard Haami. He reflects that, “Uncle Barn gave his blessing with a directive, do what you’re good at boy and we’ll (Kaumātua) support you in the rest.”

In the seven years that followed, Daryn held numerous Māori governance roles learning about and studying the political iwi landscape. In parallel with this work, which was done ‘in-kind’, he designed the Aumangea Programme, an Army leadership initiative, testing resilience of mind and body beyond self-perceived limitations.

The findings also pointed toward a residential-led approach rather than a marae or hapū-led approach. This aligned perfectly to the intent and principles of the newly piloted CLDP. All activities would be decided by those living in the community. This paradigm shift would clearly require a new way of thinking and doing.

Around this time, Community Strategic Enabler (CSE) Nihi Houia, recalls Daryn visiting him and sharing his vision of wanting to assist his people along the Whanganui River Road.

TCLT deliberately stayed out of environmental and cultural issues to circumvent perceived cross-over concerns, leaving them to marae and hapū delegates to address.

The role of the CSE is to find funding and resourcing to enable agreed community projects to be successfully completed and then reported against expected outcomes.

TCLT’s approach involves forward planning guided by its strategic plan, researching and applying to project relevant funding sources and then crossing their fingers and toes that applications upon submission are successful. If they are, then TCLT tap into their network to invite like-minded groups and organisations who may wish to collaborate and contribute (not always financially) to particular project outcomes for mutual investment return by enhanced intrinsic and extrinsic impact in the community impact.

Doing business this way has enabled TCLT to grow its credibility with its stakeholders. Their ability to leverage and negotiate to get multiple community projects completed, is a critical performance factor. Underpinning this is the key understanding of relational value and multi-partnering advantage.

Operations Manager, Selina Percy became involved through Daryn meeting her and sensing her potential to add value to TCLT. Fast forward a year later and she has managed the rigorous application process to gaining Level Three Social Services Accreditation as a Ministry of Social Development (MSD) service provider.

Selina speaks of her desire to inspire people to be the best they can be through employment, providing opportunities where they live, work and play so they don’t have to leave the awa/river.

When asked what TCLT would do with a blank cheque, Daryn responded:

Daryn is keen to support marae and hapū development when they are ready.

Selina feels that there are a number of agencies and organisations looking for ways to connect and engage with communities such as those along the Whanganui River Road.

Daryn talks about needing to have the moral courage to lead, create and support change. It requires a team effort and team approach knowing that at times, a person may have to make the hard and final decision.

Alongside this is the importance of capturing the intangible and tangible outcomes of the journey. Using monitoring and assessment tools such as video stories and social media help celebrate and archive what was and is possible.

OPPORTUNITIES AHEAD FOR TCLT:

• Bringing hopes and dreams to life for community people cannot be underestimated
• Being available to support community-led development is a privilege
• To date, projects have been based on mainly community requested social development projects and programmes
• Next year, and beyond, the focus will be on wealth and economic development at home

ADVICE FOR COUNCILS AND OTHERS LOOKING TO SUPPORT COMMUNITY ORGANISATIONS DELIVERING LOCAL COMMUNITY OUTCOMES:

• The purpose to connect and engage should be respectful
• Relationships and decision-making levels must be acknowledged and honoured
• Information should be communicated clearly and in a timely fashion
• Any opportunity to partner must be cooperative and mutually beneficial
• The right people and resources need to be in place for successful outcomes
• How will future projects be strategically planned for and implemented?
• How will the relationships be maintained and elevated?