I Love Avondale – A story of community spirit
Despite that diversity and a steadily rising population, Avondale experiences some of the highest levels of social deprivation in the Auckland region. This can mean a disconnect within the community, a lack of identity and low interaction amongst its residents.
Dayne Smith has lived in Avondale most of his life and saw an opportunity to put his experience studying and working with the media to use, by celebrating and showing his neighbourhood in a positive light.
I Love Avondale was launched in 2014 – a Facebook and Instagram page used to encourage local pride and community building. Within a short amount of time, it established a strong and engaged virtual community, using the platform to celebrate Avondale, its stories and its people.
Their community outcomes are now delivered via four interwoven strands of mahi: Kai Avondale community food projects, Eastdale Hub for recreation and youth activities, Storytelling online and on the ground, and Whanaungatanga – connecting, collaborating and advocating with and for others.
Dayne describes it simply as a community development project, but to him and the people it serves, it’s so much more than that. What had started out as a social media page, quickly grew into a wider grassroots community-led project and in 2017, Avondale Community Action brought Dayne onboard as one of two community activators, involved specifically with connections and communication on the ground. Today, I Love Avondale has around 10,000 followers online and over the years, hundreds of individuals, businesses and organisations have contributed to the mahi they do.
Through the I Love Avondale movement and now under the Kai Avondale banner, the community of Avondale have launched initiatives like ‘Feed the Streets’: a free community dinner where anyone is welcome; ‘Free Guys’, a social-style of supermarket where you “take what you need, pay what you can”; and a network of Breakfast Clubs across Avondale. These initiatives are as much about providing opportunities for people to socialise and share each other’s company, as they are helping improve access to food for those doing it tough and reducing still edible food going to landfill.
While this may seem like a lot, it barely scratches the surface of the mahi that goes on behind the scenes. Dayne and the team ensure that the connections that might not otherwise exist, are put in place.
Through a connection at Glenavon School, Dayne was able to connect Upside Youth Mentoring with a Ministry of Education-funded opportunity he developed alongside local Resource Teachers: Learning & Behaviour (RTLBs). As a result of Upside coming onboard, the Te Whau Hapori one-to-one mentoring programme was established and now exists in five Avondale area schools, helping 25 students in the first cohort reach their potential through mentorship.
“The Upside programme already existed, we just helped create a new opportunity working with a cluster of schools within a single community. When we identify opportunities, we try find someone who has the skills and knowledge to deliver it rather than reinvent the wheel.”
These connections also extend to the local government. The team helped form a collaboration between Panuku, the Auckland Council’s Development arm, and Crescendo, a music mentoring programme. When Crescendo needed a space to set up a new studio, Dayne approached Panuku, knowing they had empty buildings in Avondale and linked the two together. Now, thanks to this connection, a recording studio exists with a radio station, and even a podcast being produced from its new premises.
Inspired by the ‘Humans of New York’ project which began in 2010, Dayne started capturing the people of Avondale in the same way; by taking their photo and telling their story via #PeopleofAvondale.
This proved to be incredibly popular online and caught the attention of Panuku who managed a large chain link fence in the centre of town as part of the development. This fence had multiple A0 sized frames attached to it for advertising purposes but by working with I Love Avondale, they were turned into an outside gallery space, printing and framing images of the Avondale community. Now an ongoing project, Dayne coordinates the development of new content, curating new images every month. It’s vital that either the creator or the content is from the community.
“My intention is to celebrate the culture, the characters, the place that we live in and showcase it in various ways. There has to be a strong local flavour to it.”
The current images exhibited show children illustrated in the careers they aspire to have – a project that brought an illustrator will local connections and a school together and one that the community is particularly proud of.
For Dayne, each day within his community is an opportunity to learn about what they need. He stresses the importance of coming into the community, not to tell them what they should be doing but instead, listening, observing and learning from those around him.
“We have our arms around our community and we are doing it together.”
Based on their experiences over the last seven years, I Love Avondale offer up the following advice to those considering kicking off something similar in their community.
“Really think about what you want to achieve. Are you trying to do something with a community or to a community? If it’s the former – and it should be – you need to connect with locals and do it on their terms. Constantly listen and observe, and use what you learn to shape your responses. Let the feedback and energy from the community inform your decisions.”
While I Love Avondale still maintains storytelling as an integral part of its existence, it has undoubtedly gone above and beyond its initial vision from 2014 – Collaboration, advocacy, connection and engagement continue to drive the community to ensure that I Love Avondale is not just a name of social media pages, but the collective feeling of the community.
Thriving in the unlikeliest of locations: Waimamaku’s Story
When the factory shut down in the 70’s, hundreds of locals lost their jobs. With no other major employment opportunities, the town experienced a steep financial decline. Although over 40 years ago, the closing of the factory highlighted just how tenuous the employment situation in remote rural towns can be and how vital local support is when it comes to revitalising a community.
Waimamaku is home to all of 500 odd residents, and within the walls of the old cheese fridge, they are able to find a source of social cohesion. A place where locals can meet, get to know one another, discuss what they feel their community needs, and learn new skills.
From the most humble of places, locals receive computer-related assistance, get help with funding and admin issues, enrol in workshops, and share skills that have been identified as important to the community. Educational opportunities are always present, along with after school activities and resource centre volunteers who take people to town to run errands once a month.
“We provide workshops to enhance skills so that people here are given a pathway to employment. For example, we have workshops such as ‘Potions and Lotions’ for locals who are interested in getting into cottage industries. They can make their own soaps and then sell them at the monthly market alongside other local products and produce.” COURTNEY, PROJECT COORDINATOR, WEKAWEKA VALLEY COMMUNITY TRUST.
“We had a number of community meetings where we used paper and pens and mapped out our collective vision for Waimamaku.”
Grow from shared local visions
The Waimamaku community are working toward a strong collective vision for their home. The community got together to decide what they felt Waimamaku needed. Collectively, they mapped out their vision and made an application to the Department of Internal Affairs’ Community-led Development Programme. A partnership with the DIA has brought funding to focus on the needs and aspirations of the community, as well as the supporting the operating costs of the resource centre.
Build from strengths
Due to its distance from other main centres in Aotearoa, their place continues to face limited job opportunities, a lack of options to train and upskill, and a shortage in public transport services. But locals feel many of these issues can be addressed through connection and collaboration. Meetings, dinners and get-togethers are set up to help locals share their own aspirations for their community. The community understands that if they are all on the same page, they are able to harness this power as a collective group to make change for the better.
Without the shared skills of the Waimamaku community, the centre may not have had such a strong revival. The centre draws on these strengths, fostering environments in which people can learn from their neighbours. A recent example is when a community member came to the centre to discuss the expenses of installing a new septic tank. This led to the centre engaging with a local who agreed to run a workshop, teaching people how to build their own composting toilet.
“In Waimamaku there are many different individuals with amazing skills and knowledge. Here at the Resource Centre, we can be the connector for these individuals.”
Work with diverse people and sectors
The Wekaweka Valley Community Trust also supports a number of other unincorporated groups in the valley by assisting them and holding their funds. For example, the community garden group can apply for funding under the trust as well as a social sports club and a health initiative. All ideas and groups are welcome with locals recently setting up a soft plastics recycling, a pataka kai food pantry and a seed swap.
Learn by doing
When it comes to community-led development, you can try to plan ahead as much as you like, but there is no blueprint for things like this. Each community is different with varying needs.
“There is a bit of a strategic plan within the centre but a lot of the mahi is done by people getting together and simply just doing it. There doesn’t have to be too much overthinking. All you need is a few passionate people who come up with an idea, draw the community around them, and get things happening organically.”
Looking ahead, there will be more educational opportunities within the centre on the horizon. At the moment they are working with NorthTec, a tertiary provider in northern Aotearoa, to bring computer classes to the community. And as invaluable as their humble meeting place has been, they would love a new, larger facility for their growing needs. Something that the centre and their community are working towards, together.
The floors may be a little uneven, the walls lacking windows and there are a few leaks here and there but it is the community-led mahi that happens within the old cheese fridge that matters, proving that it’s not the place but the people around you that give the community heart.
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.”
Whananaki’s Community Story
In the remote, humble community of Whananaki, community-led development (CLD) is a way of being and doing for their people and their place.
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.
Video: The Shirley Village Project
Located around 5km north-east of Christchurch’s city center, Shirley is a vibrant multicultural suburb that’s focused on working collaboratively to make their community even better.
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.”