Paekākāriki Housing Trust – Homegrown Housing Solutions

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

With a shared passion for retaining diversity and by looking at opportunities and challenges through a lens of social equity, the Paekākāriki Housing Trust (PHT) are active facilitators, strategists and advocates who work alongside their community to imagine and realise practical win-win solutions for those experiencing housing difficulties in Paekākāriki.

While Aotearoa is undeniably in the grips of a housing crisis and Paekākāriki village is by no means the most affected place in the country, locals felt moved to take on the responsibility of engaging with the housing issues members from their community were facing. Knowing they can’t fix the market forces that are driving the crisis, the village has a culture of connectedness and care and felt it could respond with innovation and community-led housing solutions. Through each project being taken on, PHT are learning how to better support their community and become better Treaty partners along the way.

PHT was sparked by a collective frustration felt when a valued local resident and teacher aide and her whānau were being forced to leave her rental property of 16 years, due to it being up for sale. The Trust set themselves up in 2016, at a time when there were only 49 untenanted rental properties advertised and available for a population of around 50,000 across the wider Kāpiti district.

To engage the community and gather a sense of local support for community-led housing solutions, a survey was circulated to local residents asking if anyone could contribute to the collective purchase of local houses or in other ways. Alongside this a Give a Little page was set up to start building up a community housing fund. The Trust managed to convince the owners of the house noted above to sell the house to the Trust at a reasonable price ($450,000). After commercial banks refused to lend to PHT, a new community housing provider, funding to complete the house purchase was enabled through contributions from 30 generous local investors who were offered a 4% interest rate over a 5 year period. This enabled time for the Trust to set itself up and has enabled the valued local family to buy back their house over a five-year period, at the same price. Local investors were also given the opportunity to donate their interest back to the Housing Trust – which some of them did.

Sam Buchanan, PHT co-ordinator speaks of the massive amount of goodwill in the village and how this harnessed the urgency to do something in response to a very local situation. He has seen many whānau leave the village because of housing related issues and got involved with PHT in response. He and others shared concerns that housing issues were threatening the whole personality of the village. He firmly believes that communities have far greater capacity to make change than they think they do.

Formed in 2016 by a small group of locals, PHT purchased their first house through 100% funding from their community and more recently has worked in a unique way to partner with local iwi Ngāti Toa Rangatira’s social housing arm to purchase a further property from Kāpiti Coast District Council. Through the Covid-19 lockdown, the Trust worked tirelessly as an emergency housing provider and as a payoff, now manage a small clutch of rental properties in the village. They continue to commission environmental work to understand the housing capacity of the whenua (land) and awa (river); explore housing funding models and design principles; and continue to build relationships with central and local government.

Success from the first two properties saw the pattern of wanting to achieve more for locals in housing spaces. The Trust now offers property management services for local landlords and see this as good business.

ORGANISATIONAL MODEL

The Trust meets regularly and also schedules hui with the community to keep bouncing new housing ideas, and to keep in contact with those interested in housing issues. PHT also recently hosted a community hui to look at options and proposals for denser housing to further determine what Paekākāriki might look like in the future.

A paid PHT co-ordinator works one day per week and an administrator around one day per month.

FUNDING AND SUPPORT

Funds from PHT’s tenancy management service are used to fund the Trust’s co-ordinator. However, funding often fluctuates, for example while earlier there were seven local rental properties being managed, now there are four. A large part of the role, says Helen Burch, PHT’s administrator and rental property manager, “is talking to landlords about what we do and showing them how the fees go back into the community.“ PHT is able to manage all the logistics of a rental property with the bonus of having locals at hand to address issues that arise, and ensure tenants are cared for in a more holistic way as part of the village.

With holiday homes now popular as Air BnB rental properties, the Trust also tries to encourage local people to rent their properties rather than having them vacant for long periods of time as holiday rentals. While the return is often lower, PHT can help both the landlord by having the property managed locally and funds generated can go back into the community. This also ensures locals have access to a home to live in.

PHT recognises the increased need for affordable housing, for example those who are downsizing and do not want to leave the village, those whose requirements have changed and now only need a small space, and others who want to be independent and do not require care but also don’t have a lot of money to rent houses. Demand has grown for 1-2 bedroom, self-contained flats which are not available in the village.

A resource kete has been developed for property owners to help navigate the challenges of adding secondary dwellings onto existing properties. The kete includes examples from residents who have been through the development process and includes their interactions with builders, architects and how to manage both building and consenting processes. This is another great example of Paekākāriki taking a local problem and finding local solutions, while also developing resources to assist others along the way.

Exploring different models for funding and financing and how to support locals who are thinking of adding a dwelling are new areas the Trust is looking into, all with the broader aim of supporting diverse housing situations and needs in Paekākāriki.

OPPORTUNITIES:

• There are so many ways to tell stories, using art and creativity to connect with people and provide multiple responses to similar situations to advance objectives and ensure everyone has a seat at the table.
• Paekākāriki Housing Trust recognises mana whenua’s unique connection to the land and there could be opportunities to assist in bringing mana whenua back to their land through the Trust’s aims. This is especially important to PHT and much work has been done to understand and support local mana whenua, Ngāti Haumia ki Paekākāriki , and their aspirations, such as the idea of building a Marae in Paekākāriki and bringing their whānau home to Paekākāriki to live.
• The biggest opportunity to collaborate and grow local housing solutions could be with Ngāti Toa Rangatira. PHT is looking for potential funders and investors to support this, keeping the conversation going and active.
• Different models for funding and financing, including seeing what else is available and happening across the motu and seeing how PHT can leverage this.

CHALLENGES:

• What the Trust really wants to do is to continue to purchase houses, but this has become harder and harder as house prices soar – median house prices in the village have doubled in recent years.
• Banks were very difficult to work with, with PHT having to jump through many hoops before desired loan finance outcomes were achieved. Residents had offered to put their own houses up for collateral to relieve financial pressure on PHT.
• The traditional housing purchase model focused on individuals raising deposits and taking out a mortgage does not allow for innovative community-led alternatives. Banks need to be challenged to play their part in addressing Aotearoa’s housing crisis by being open to alternative purchasing models and arrangements.

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

• Acknowledge the local intelligence that sits within communities and can get things done faster and more efficiently simply because vital relationships are already in place in small communities. Fostering local relationships and connections needs to be ongoing and is essential for community wellbeing and development, especially in times of emergency. Talk to local communities first and take note of local strengths.
• Community pride and sense of ownership is evident in the local facilities which are key gathering places and often the heart of the community. Community-led and managed facilities like the local community hall in Paekākāriki are often in a better state and better used than council managed ones.

McLaren Park Henderson South Community Trust – So Much More Than A Hub

This video shines a light on the responsive, community-led mahi of McLaren Park Henderson South (MPHS) Community Trust, established in 2004 and committed to enabling communities to thrive using a people-pride-place approach. The following 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

MPHS is a responsive, community-led development organisation that over the last 20 years has gone from strength to strength, actively supporting the wellbeing needs of their local community through diverse initiatives, projects and programmes. While the focus of activities is their direct McLaren Park Henderson South community, in more recent times the organisation has expanded its community development and enterprise focus into wider western Tāmaki Makaurau/Auckland.

Starting from humble beginnings with the initial coordinator working from a broom cupboard at Bruce McLaren Intermediate, MPHS has been a proudly community-led initiative. Initially sparked by growing concerns about young people in the area having nothing to do and getting into trouble, local community leaders and the then Waitakere City Council got together to develop a community response – new afterschool and holiday programmes. These first initiatives were hugely successful, which in turn got people asking, “what else could we be doing to support our young people and our wider community?”

Extensive community engagement and door knocking by local volunteers followed, tipping out both local issues and opportunities the community saw for their place. With a range of committed and ambitious community leaders, schools and local Council support in behind, a collaborative approach helped develop community aspirations. With Council having provision in its budget for a much-needed community facility in the area, the MPHS community-Council partnership that followed enabled co-development of not just a new community building but a permanent base for MPHS to both scale its activities and deliver them in a relational way that is reflective of, and responsive to, ever changing community needs.

With the community fund raising $1 million for a youth studio to complement Council’s $3m community centre – the Hub West campus, which opened in 2012, is a jointly owned facility that remains community-led and managed.

The MPHS journey over the last two decades has been a mix of planned and responsive action. A core of multiyear partnerships and contracts helped create some anchor activities that have in turn enabled a pipeline of intergenerational connection and local leadership development. Key MPHS anchor activities have included youth programmes (including high tech/creative classes, leadership camp, youth club etc), Project Twin Streams (community-based streamside restoration), HIPPY (a home-based programme to help parents get their 2-5-year-old child ready for success in education), Joy Club (activities for older adults), playgroups and exercise classes for new Mums.

For MPHS Chief Executive Kathryn Lawlor, key enablers of MPHS in its journey so far are:

• Being place based – it grounds the MPHS vision, mission and purpose.
• Local ownership and loyalty – built through 20 years of continually engaging, doing, supporting, and having a visible, hub space to operate out of.
• Strong, consistent governance – underpinned by a mix of long term/newer members with an intentional mix of required skillsets (e.g. HR, Strategy) and community knowledge and relationships within the Board team.
• Rangatahi focus – which continues to galvanise local energy and support.
• Trusted to deliver – MPHS has built a quality delivery reputation amongst funders, with belief in the community too that MPHS will do what it says it will, and in an authentic MPHS way.

ORGANISATIONAL MODEL

While the MPHS Community Trust has gone through a couple of iterations of name and objectives over the last 20 years, the organisational model underpinning it has remained largely unchanged. The Chief Executive currently has ten direct reports, with an inhouse financial manager also part of the team.

The last strategic refresh in 2017 confirmed the MPHS People-Pride-Place focus (caring for people and the environment) still made sense at community, MPHS team and board level, with strong support for what was happening in and for the wider Henderson south community.

The MPHS Board meets monthly to consider progress, challenges and new opportunities, with the Board Chair and Chief Executive generally connecting two to four times in between Board hui. Each year an annual report provides a snapshot of the year’s achievements, with different MPHS activities, team and board members also profiled to provide a fuller picture of what, how and who is involved in MPHS. The MPHS annual report is shared at a fun community celebration held in November each year at Hub West. This hui brings together MPHS supporters to share kai, celebrate successes and gather ideas for what next. Around 60-80 people generally attend this event – which also usefully doubles as an AGM.

In more recent times, it’s became financially clear that MPHS needs to keep growing if it wants to achieve its purpose. This prompted an exploration of income generation opportunities that could leverage existing MPHS capacity and expertise.

Having developed considerable environmental expertise through Project Twin Stream contracts, MPHS took up an opportunity to run the resource recovery centre (Tipping Point) at the Council owned Waitākere Transfer Station. This new seven day a week enterprise has also enabled wider social goals with 50-75% of staff local and/or had previously faced barriers to employment. 25% of annual Tipping Point profits are now being fed back into the MPHS Youth Studio, which has proven to be one of the hardest programmes to find ongoing operational funding to sustain.

Similarly, MPHS community development and capacity building expertise has been leveraged to provide community governance training and mentoring for community groups across West Auckland. A multiyear programme, funded through the Henderson Massey Local Board, has been designed by MPHS to also enable tailored follow-on support for community organisations wanting support to implement governance changes. Some of this support is provided by the MPHS team, other aspects by other external community governance specialists.

Expanding activities beyond MPHS borders has been done with great care. The MPHS team are clear they won’t compete with other good local organisations/services. They proactively meet with other organisations to talk about expansion plans and opportunities for possible collaboration ahead of decision making on potential new activities.

As new opportunities pop up through the year that aren’t in the MPHS Annual Plan, there’s collective discussion across staff and board teams to get agreement on which way to go. Some key questions that guide discussion and decision making include:

While new MPHS team member roles generally arise from new contracts/funding, MPHS has also created roles to do better for the community they serve. For example a new kaitakawaenga (cultural support) role came about after intentionally considering the high numbers of Māori and Pasifika people who call McLaren Park Henderson South home and how responsive MPHS was to their cultural needs.

The kaitakawaenga role also provides strategic support at management and board levels and has been hugely impactful for MPHS. Relationships and connections within and across the Māori community have strengthened and with MPHS cultural competence attested, new doors have opened up, with plans to create a similar role to support Pasifika communities and cultural competency.

In terms of iwi relationships, MPHS notes that positive relationships with local iwi Te Kawerau a Maki have strengthened now that the iwi has more staff capacity to engage and work with community partners.

KEY RELATIONSHIPS

For MPHS community and engagement and input to planning happens iteratively through the year through programmes and informal pop ups like sausage sizzles and coffee carts taken to different neighbourhoods. The MPHS team has grown a team culture of learning, with team hui always asking:

• How is the community responding to what we’re doing?
• What are the emerging needs we’re seeing?
• What are the community asking us to do or wanting to do themselves?
• What are people talking about – what’s exciting or concerning them?
• What are we noticing about where people are at now?

Working relationally is important to MPHS, with extra effort in recent years to rebuild and strengthen local connections that had fallen away. Hub West also provides a critical space for relationship building, with Hub West Coordinator Agnes personally taking bookings and returning phone calls.

Post Covid, the MPHS team have also noticed a change in what local people need from their Hub too. With more people now sleeping in cars, there’s a need for somewhere to charge a phone, have some weetbix, a hot drink and a chat.

While collaboration is resource intensive, MPHS is at a scale now where they can participate in collective city-wide forums like West Auckland Together, unlike many other smaller local hubs who simply don’t have capacity to participate. There are many benefits from relationships and others knowing a lot about your mahi.

MPHS’s collaborative approach also extends to supporting other small local groups and initiatives in their rohe. Sometimes the request is to hold funds or provide back office support. At other times, it’s to assist people with ideas to move into a doing it phase. For MPHS the benefits of umbrellaing include new connections, relationships and supporting small scale local action. However, in reality the role generally involves much more than being a bank account and is time consuming.

FUNDING AND SUPPORT

MPHS continues to be funded through a mix of grants, contracts and enterprise income with the revenue splits for the 2022-year end noted in the adjoining table. With no cost of living increases in recent Council grants or contracts, funding has got tighter. MPHS notes however they are more fortunate than some NGOs in Tāmaki Makaurau who have had funding cuts. Much of this they attribute to a positive working relationship with their local Board and a strong track record of effective community-led delivery and support.

With increasing pressure to self-generate more funding and diversify income streams, MPHS notes the importance of being clear about just where additional income will be targeted.

In 2015, MPHS established social enterprise the Tipping Point, a community recycling centre.  For the 2021-22 year, 334 tonnes of waste (123 elephants!) were diverted from landfill, with the enterprise clearly supporting the organisation’s social and environmental goals.

CE Kathryn Lawlor is quick to point out that while financially beneficial, running large scale social enterprises puts an additional strain on the organisation’s management resource and requires the Board to be comfortable with taking greater financial risk. MPHS is clear on bottom lines however: the new Waiōrea Community Recycling Centre will need to be sustainable to support similar wider community outcomes like what is achieved at Tipping Point.

When it comes to reporting and accountabilities, MPHS acknowledges the importance of stories and gathering participant feedback, with value not just for funders but also for staff so they know how they and their work is valued. The MPHS team would also prefer to do more face to face reporting and/or have funders come and spend time in the hub and see their work in action.

With most funder-driven templated reporting providing limited value to MPHS, having the time and head space to do more solid thinking on what information MPHS would like to collect and report back on is something that remains on the MPHS wish list. As Kathyrn notes “it’s one of those important things we never have time or capacity to properly do.”

BARRIERS/ENABLERS OF SUSTAINABILITY AND GROWTH

ENABLERS:

• Investment in organisational development and capacity building, alongside programme delivery. It’s important that financial, governance and people systems are all strong too.
• Time/putea for relationships, connecting, collaborating, and gathering insights and intel across everything happening in the community.
• Regular hui and information sharing across key partners so relationships and trust is maintained.
• Having the right skillsets and capacities in place when taking on community engagement and facilitation roles. Working in and with your community to progress challenging local issues and solutions is nuanced work, not a technical exercise.

BARRIERS:

• People – collaboration is good in theory but it’s really people dependent. So much depends on individuals, their mindsets and who’s in what roles.
• Ongoing restructuring/people turn over in Councils. Having to continually restart relationships impacts on momentum and impact.
• Government departments generically cancelling programmes/contracts, even when effective locally-led services are in place e.g. When the Ministry of Education cancelled MPHS’s 10-year HIPPY contract in 2022 they were supporting 50 local families and had a waiting list. MPHS long term success was built from supporting whānau well, and going door to door to engage and enrol vulnerable families because they knew who they were.  

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

• Local community facilities are a key lever for local development, community connections and wellbeing collaboration. Community-led (as opposed to Council run) hubs are more vibrant, active and cost-effective spaces. When a local community has skin in the game, they care and co-invest and can be responsive to what’s needed, holding community-led values.
• While ownership should be in the community, Council needs to be connected and enabling things too. It’s about collaboration not devolution. There’s a huge opportunity to bring the technical skills/resources of Councils and others together with the community development/relational/social process skills of community anchor organisations. Most complex issues have both technical and community elements so you need to have both working together to make real progress.  
• Ensure capacity building support (e.g.professional and organisational development) is included above and beyond service delivery contracts, along with resource to enable ongoing community listening, engagement and relationship mahi.
• In health there are huge opportunities to partner with grass roots organisations and community hubs like MPHS who have local relationships and support bases to build new local wellbeing approaches. With the right support, community hubs could become new wellbeing hubs.
• Ensure local anchor organisations have really solid foundations in place before setting expectations that they grow to take on lots more. Provide HR support when and as they grow and assist them to build their communications and storytelling capacity so that everyone knows what’s happening – locally and externally too.

Focus Paihia – Championing Community-driven Action

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

The start point for Focus Paihia was a realisation that it was time to stop waiting for someone else to fix the town’s problems and for the town to work together and ‘get their hands dirty’ and make positive change happen. In 2009, the community came together to shape a plan of action which included creating an aspirational vision for the Paihia village centre. In the 15 months that followed, this vision was turned into a Council-mandated village master plan that continues to guide activities today.

Place making (community inspired improvements to public places) has provided a key vehicle for the community driven urban design and action that has helped transform Paihia over the last decade. The very first project saw around 100 volunteers renovate an unattractive public space next to the local I-Site, supported by a $5,000 community board grant. The results were visible, generated a sense of local pride and helped foster next phase interest and momentum for further community -led action in the town. Over the last decade, Focus Paihia initiatives have included:

• Revitalising multiple public spaces, including the town’s waterfront area, local reserves, playgrounds, walkways and public toilets.  
• New water fountains, a swimming pontoon, and BBQs for community use.
• Painting murals to brighten the town that reflect the Paihia’s history, flora and fauna.
• Purchasing and installing CCTV cameras to address safety concerns in the village centre.
• Employing Town Custodians – who, as part of a contract with the Council, are paid to take care of regular tasks to keep the town looking beautiful such as emptying rubbish bins, cleaning toilets and sweeping footpaths.
• Establishing a Village Green market to make the town more vibrant, attract people to stop in the town, and provide an additional activity for cruise ship visitors over the September – May period.
• Creating a new mountain bike park at Waitangi.
• Hosting annual volunteer of the year awards to celebrate outstanding local leaders.
• Establishing annual arts, cultural and sports small grants to support other local organisations doing good in Paihia.
• Making a $150k donation to support Paihia 200 year heritage celebrations.
• Opening a volunteer-managed Op Shop to financially support Focus Paihia’s community change efforts.

In 2015, Focus Paihia’s efforts were nationally recognised when they were honoured as NZ Community of the Year. With continuity of strong local leadership and a business-like approach to its activities, Focus Paihia has continued to grow from strength to strength with a strong desire to keep doing things better and celebrate community project successes along the way.

Looking into the future, the mix of Focus Paihia activities is likely to stay the same, with more exploration of social support for the town on the horizon as noted above. There’s also a bubbling interest in environmental sustainability, including community gardens, and local food generation. There’s also recognition of the increasing importance of growing community connections through key national celebrations like Waitangi Day and Matariki.

ORGANISATIONAL MODEL

Rather than a ‘doer’ of projects, Focus Paihia is clear in its role as facilitator, supporter and (often) co funder of community projects. Focus Paihia projects are volunteer-led and driven by community champions, with local businesses, iwi, community groups (such as Rotary and Lions) and local residents collectively getting in behind to support with their time, equipment and resources. Community working bees are regularly called as needed to help build and/or spruce things up to keep the town looking good.

The Focus Paihia Trust Board that oversees Focus Paihia activities includes an intentional mix of local leadership from different parts of the community, with local Māori, business and young people formally represented on the Trust. In this way, Focus Paihia has been able to grow in ways that are cognisant of and connected to a wide range of aspirations, issues and opportunities seen for the town.

The Focus Paihia Trust board meets monthly, with the organisation’s sole paid position a 10 hour a week coordinator role, focused on supporting trustees and their meetings, responding to general enquiries, and supporting communications with the wider town via regular community e-newsletters, and updates to the Focus Paihia Facebook page and website.  

An annual community get together is a key mechanism through which the Focus Paihia team share back with the community what’s been achieved over the year, this process is a way to celebrate collective success and enable local accountability for outcomes. The event also includes space to talk about community needs and what else would make a positive difference for people and place. Moving from ideas to action is contingent upon people putting their hands up to own and champion causes they care about and are prepared to put time into. Focus Paihia’s role is to come alongside and support as needed. This might include approaching Council or other key stakeholders for support, making funding applications, providing resources, putting out the call for volunteers and/or other resources needed to help make things happen.  

Invitations for community ideas are also encouraged throughout the year via the Focus Paihia website, with Focus Paihia also hosting community discussions, surveys and workshops as needed. For example a broader community call for ideas came ahead of a two day community design workshop in early 2023 and helped bring locals together to think about what could be done to rejuvenate the southern entrance to town and the waterfront area. Around 35 locals attended the hui which was facilitated by Australian placemaking expert David Enwight, who has supported a number of successful community makeover projects in the town.

While Focus Paihia relies significantly on volunteer leadership and contribution, there are limits to a purely volunteer-led model.

KEY RELATIONSHIPS

Community engagement and collaboration lies at the heart of Focus Paihia, with the Trust Deed requiring “Focus Pahia to seek and recognise the views and expectations of both local residents and tangata whenua of the Paihia District” in their activities.

From the very early days, considerable effort has gone into building relationships with key stakeholders such as the Far North District Council (FNDC) and The NZ Transport Agency/Waka Kotahi and local iwi upon whose land and jurisdiction Focus Paihia activities have been very closely connected.

While relationships with hapū and iwi are positive, both sides are committed to respectfully keep working through any issues as forward plans for the town are progressed.

Attention to relationships is important to current Focus Paihia Chair Peter Robinson who meets regularly with the Chairs of the Paihia Business Association and the Bay of Islands – Whangaroa Community Board. He notes the complementary roles each group plays in supporting the town’s development and the value in finding opportunities where the three organisations can work together, whilst also respecting each other’s differences.

FUNDING AND SUPPORT

Resourcing of Focus Paihia activities comes from a variety of sources – contracts, grants, donations, enterprise earnings and volunteer contributions of time/resources.

In 2022, Focus Paihia’s flagship op shop generated a $139k profit that was directed into community-led initiatives in the town. With the op shop entirely volunteer run, this income stream is a key component of Focus Paihia’s sustainable funding model. Being part of the op shop team also provides a valued way for passionate locals to connect and contribute to Focus Paihia efforts, with the dedicated team often working weekends to restock the shop and get ready for the following week’s trade. A TV screen with a rolling Focus Paihia slideshow is displayed at the op shop to help promote the group’s activities and let customers know what their shop purchases are supporting. A forward thinking, entrepreneurial approach also led to Focus Paihia purchasing the op shop building.

While huge community generosity and an enterprising approach have underpinned Focus Paihia’s model from the start, not everything is expected to generate a financial return. Activities such as the markets on the Village Green return relatively little to Focus Paihia, but provide other benefits such as vibrancy, bumping spaces for locals and visitors alike to meet and connect, as well as enabling business development opportunities for creative locals.

As noted earlier, Focus Paihia is also a mechanism through which Paihia passionate locals can direct donations and respond to community support requests. For example in 2019, a local resident donated $10k to support something that benefited local and visiting children. Focus Paihia facilitated discussions which resulted in the donation supporting completion of shade sails over the local primary school playground which is used by local and visiting children alike.

While Focus Paihia contracts with FNDC annually to support a range of activities such as the Town Custodians, there’s recognition that as time progresses, there may be less financial support at Council’s end due to growing fiscal constraints. FNDC however is keen to see how the Focus Paihia model could be activated more widely in their district and is looking to open up their procurement process next year to increase opportunities for new community-led suppliers to provide services in their part of the rohe.

BARRIERS/ENABLERS OF SUSTAINABILITY AND GROWTH

ENABLERS:

• Working in business like ways with a clear vision and purpose.
• Finding ways to welcome contributions from everyone – noting that while you need lots of people to champion things, whatever goes ahead has to be what the community wants and needs, not just an individual’s pet project.
• Great communication – with multiple channels to proactively share information so that people know what you’re about, what’s coming up, how to get involved, and what’s being achieved through community collaboration and contribution.
• Partnerships with Council and others so that community accessed grant funds and contributions can be matched with ratepayer funds to achieve so much more in the town.

BARRIERS:

• Volunteer time and capacity – impacts of cost of living increases are practically impacting on volunteer time/resource contributions in the town.
• Relationship turnover in key partner agencies such as the FNDC, which then requires time to rebuild trust and knowledge about the collaborative Paihia way of doing things.
• Someone proactively dedicated to fundraising is needed so that new potential sources of funding are known in advance of needing them.
• Contract limits – Focus Paihia would love to be doing maintenance of civic facilities they’re looking after, not just keeping things clean. But that also requires another layer of coordination and skillsets on hand to help fix things.

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

• When there’s a group of people who want to do things for their community, back and support them to get started. It’s good to start small, do things that are visible so everyone can see. Building confidence and local pride as you go means each small success can be leveraged for the next project.
• Pay attention to relationships and collaborate wherever you can – success is about interdependence not independence.
• Ensure the basics are done well – financial systems, transparency and communications so that accountabilities are clear and everyone can see where money is coming in/going out.
• Enabling flexible place-based funding in long term Council plans, with priorities for co-investment determined in conversations with communities in real time to tap into local energy and contribution.

Environment Network Manawatū – Collective Impact, Together

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

From small beginnings and the passion and drive of a select group of founders, ENM has evolved today into an environmental organisation that is unique for being led by the voices and shared input of its 65+member groups. A wide range of projects are undertaken by ENM member groups each year with ENM’s key purpose focused on facilitating and enabling communication, co-operation and increasing collective action amongst its member groups and the wider community. Leadership is provided by underpinning, fostering, and encouraging environmental initiatives in the region. ENM member groups work across the Manawatū River catchment area and cover a wide range of interests that include:

• Freshwater quality
• Regeneration and biodiversity
• Food security and resilience
• Alternative energies
• Sustainable living
• Active transport

The network is organised into two collectives: Manawatū Food Action Network and Manawatū River Source to Sea, with both strands caring for and supporting environmental activities and connecting people.

ENM has been strategic in their approach – enabling a collective voice right from the start at a time when smaller groups did not have agency. Coming together to make a collective statement has given the environment a much stronger voice in the Manawatū. Their calculated collective approach has involved finding ways to make collaboration work for everyone.

In 2015 workshops were held to consider what was needed to set up a 10-year plan for ENM. Through this process, a decision was made to align ENM goals to Palmerston North City Council’s environmental goals, with the ENM plan articulating what ENM was going to do to make the City’s goals happen. ENM’s strategic plan is reviewed every 2 to 3 years by ENM governance with membership consultation and continues to provide a great platform for maximising potential collaboration.

ORGANISATIONAL MODEL

Governed by its member groups, a management committee of up to 9 people from across the ENM membership is elected at the AGM each year. There is also room to co-opt to fill vacancies if required. ENM are active members of Environment Hubs Aotearoa who provide backbone support and connection to other environmental hubs nationwide.

With a strong sense of responsibility to the region, ENM relies on numerous volunteer hours, communicating an extensive list of opportunities volunteers can contribute to. Volunteers also support ENM via their participation on governance (management committee), some project delivery around public events, and advocacy. The contribution from the volunteers allows the organisation to be more flexible and responsive to the community, with over 2,700 volunteer hours clocked for the 2023 financial year.

Some diverse collaborative projects within the current ENM umbrella include:

• Ruahine Kiwi – partnering with Te Kāuru Eastern Manawatū River Hapū Collective (Te Kāuru) with the vision of returning North Island eastern brown kiwi to the southern Ruahine by 2026.
• Plastic Pollution Challenge – a collaborative initiative with Massey University’s Zero Waste Academy, Rangitāne o Manawatū, Te Kāuru in Dannevirke and RECAP in Ashhurst to deliver a range of initiatives to clean up local waterways.
• Manawatū Food Action Network – a collective of nearly 40 organisations and initiatives collaborating on food security, resilience, and localisation. Two key initiatives focus on the mitigation of food insecurity in the Palmerston North 4412 postcode area and supporting backyard gardens.
• Creative, tailored delivery of The Future Living Skills Programme, a nationwide, local government supported and funded programme encouraging lifestyles that generate less carbon to the air, less waste to landfills and less pollution to rivers.
• Palmerston North Repair Café, spearheaded and supported through ENM as well as helping to develop a repair cafe in Fielding.

ENM Coordinator Madz BatachEl describes their direction as “intentional and strategic as well as flying by the seat of our pants.”

With the ENM staff team experiencing ongoing high demand for connection and support, the stretched team is having to make some tough choices on where to prioritise their time across so many very worthy projects. Feeling pushed and pulled and wanting to deliver at the highest possible level, the team is mindful of looking after themselves and their colleagues’ mental wellbeing.

KEY RELATIONSHIPS

ENM work hard investing in key relationships across the network and with a broad range of environment partners and stakeholders. Their highly skilled team know and understand the regional eco system in which people are central to making change. ENM are not necessarily there to deliver special projects or to develop projects but to understand who is doing what and then co-ordinate across the range of activities happening. Describing themselves as holding the space and doing the boring bits so others can reach their dream, “it is important to keep doing that, so they don’t have to.”

ENM are able to provide guidance on strategic approaches to environmental issues and action. Rather than leaping in and finding solutions they pause and constantly consider “what is our real role here?” Madz reflects that “in some ways we are leading and other times, we are participating, but we are always building community and connecting.” She notes that attracting resources to do this essential back room coordinating and gluing work is challenging.

Reporting is largely driven by data, and Madz stresses it is important to tell stories and to inspire as it’s the impact of their work that matters most. Often after workshops, events, trainings, engagements, hui (gatherings) or simple small interactions it is hard to know or see what the immediate impacts are. She notes that outputs focused data does not capture the other flow-on changes that may have occurred such as behaviour change, environmental change and the increase in knowledge and skills, which often has long lasting impacts across neighbourhoods, whānau and friends.

Some of ENM’s own learnings have been to frame and negotiate contracts where they can be non-specific about what they’ll count and build in ways to explore what really matters through impact stories, as projects progress. They are finding that combining data and stories helps paint a broader view.

With a strong track record of working with integrity toward great results which itself helps attract resources, there’s a high level of trust and belief in what ENM does and can do. This leads to lots of approaches for ENM involvement. Rather than simply say “yes we will do that” – the team now pauses to consider things asking:

• Do we have the capacity?
• What are we best to do here?
• Do we co-ordinate, lead, or bring in others?
• Who is missing from this conversation and how can we extend this project by collaborating with others?

At the heart of these decisions is making sure the intent and outcome is solid and viable. For example, an opportunity arose to manage one new garden but having the networks and shared resources to coordinate many more gardens in the area, ENM extended the project which has led to far greater impact. Over 100 backyard gardens have been installed since 2020, supported through volunteer time, resources and donations. This process has enabled much more as a result, with more open doors for the community to connect and learn about gardening. Initial success also led on to finding a project sponsor, and resourcing a local food growing champion, Beth Lew, whose tender approach inspires and empowers whānau. ENM are now able to employ someone for one day per week, build on existing previous strategies around food resilience, and accelerate them with other organisations who are bringing community voices to the food insecurity conversation.

ENM recognises that informal groups have great ideas and want to respond to a local need but they don’t want the paperwork or meetings that goes with it. Being the underpinning support for groups is a key role that ENM plays, happily shouldering the backroom infrastructure so good work can get done.

FUNDING AND SUPPORT

Funding is received from a range of grants and some donations. Key projects funding e.g. support for Ruahine Kiwi, has come through Department of Conservation’s (DOC) Jobs for Nature programme. Other key kai resilience related programmes have been supported by Lottery Community funds. Core operational funding comes via PNCC’s Sector Lead Partnership funding, Horizons Regional Council’s Climate response fund, and a partnership with Kāinga Ora, with Environment Hubs Aotearoa resourcing ENM’s capacity building activities. A range of smaller grants cover other operational and project expenses.

ENM also acts a fundholder and backbone for some of its 65+ member groups, enabling them to get on with doing and delivery. For example ENM take donations on behalf of one group (Whiowhio hut), sell jam for Timona Park Orchard Trust, sell books/calendars for Ruahine Whio Protectors and Awahuri Kitchener Park Trust, and umbrella the work of Growing Gardens and Communities by securing funding and employing a casual staff member to provide physical labour.  

While constantly being drawn into the quest for funding, ENM acknowledge that they are well supported by PNCC. Twenty plus years of respected work means that ENM are now recognised as PNCC’s sector lead partner for the environment, and there is an expectation to deliver on that partnership. Part of the partnership involves providing Environmental Initiatives Grants to the community. For the last three years, an ENM Environmental Initiatives Fund Sub-Committee has made decisions on both small (up to $1k) and large (up to $12k) grants to support projects that deliver on PNCC’s and ENM’s environmental outcomes. In 2023, $49k was allocated from the large grants to support the mahi of seven different organisations. Small grants are able to be distributed to individuals or informal groups as ENM hold the funds and can reimburse actual project expenses or pay invoices directly if the individual is not able to do so upfront.

OPPORTUNITIES AND CHALLENGES TO SUSTAINABILITY AND GROWTH AT ENM

Given difficulties in knowing what is going to happen during the year that might require pivoting or more funding, ENM would like to see more flexibility in contracts to allow them to do the work but be more able to renegotiate outputs and outcomes as required. Inclusion of support for ENM organisational capacity building would also be timely – with a need their end to develop more skills in business/commercial delivery models so that the organisation can more fully understand the value of their work and the time good work takes, so that this can be better built into contracts.

Like other community groups, Madz says ENM may not believe in themselves enough and while staff come into the organisation with passion and a reason for being here, being a small team without access to a HR manager, recruitment consultants, and adequate capacity for communications support puts constraints on people’s time and stretches them across multiple roles. Solutions to these issues that EMN and others face could be secondments from Councils, or access to groups who offer specific project support pro bono. People resources are highly valued and supporting the contributions they are able to make is vitally important.

CHALLENGES:

• Uncertainty and instability brought about by DOC’s Jobs for Nature funding cuts, including little discussion with DOC around what this means for the 1800 new traps ENM and its hapū collective partners have put on the ground in the Ruahine Ranges. While Jobs for Nature funding has practically enabled new local skills and jobs and built on the ground knowledge and community connections, there is a real fear these assets could just disappear, which means considerable investments of time, energy and infrastructure might effectively be wasted.
• High volume of ongoing requests for knowledge and support. Currently ENM don’t have the resources available to respond to every request.
• With demand and need for ENM services are growing, ENM are mindful of the balancing act required and not taking on too much. The priority is ensuring staff are looking after themselves and not reaching breaking point.
• Social enterprises are often seen as the answer to funding sustainability. There are some good models such as Beautification Trust in South Auckland, however dedicated, funded time and resources are required to properly explore and test the benefits and viability of a social enterprise model.

OPPORTUNITIES:

• Future development – opportunities are coming faster from great relationships that have been built and nurtured. Environment Hubs Aotearoa is working hard to see how ENM can upskill, move beyond project to project and enable greater funding stability to sustain and grow their staff team.
• Recognising and valuing the need for upskilling in community consultancy mechanisms for future contracting with councils and others.

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

• Hubs around the country could recover food waste for councils through local community collection or drop off points for food scraps. At present, most council defaults are to generic household commercial collection models. Community-based solutions and models would provide additional opportunities for community members to bump into each other, and learn more about composting, gardening and more sustainable living.
• Communities provide a wealth of knowledge, local expertise, local relationships, and access to diverse views – tapping into this should be paid for, not expected for free.
• Communities trust community organisations and don’t always engage with councils. When they have had positive interactions with local community organisations, they open up to them in different, honest and raw ways. Often, community organisations are the conduit that can advocate, advise, and give a voice for others.  Again, value the expertise brought to the table by paying community organisations in the same way you would pay other professional contractors for a specialised skill set.

Child Rich Communities – we all want what’s best for our tamariki! 

After the launch of the Child Rich Bright Spots Report back in 2016, a number of the community-led initiatives featured in the report came together to share learning and ideas. Some were based around an early childhood hub, others around developing their local park, some focused on engaging and empowering leadership of local parents, others on youth voice, supporting gang whānau, and building safe streets for kids. What the group first saw was how different they all were. After the morning’s korero though, what they all shared in common was much clearer – enabling wellbeing for their tamariki.

This is a timely reminder of the need to focus on what unites us, rather than what divides us. Focusing our efforts on our children and youth brings joy, hope, possibility and resilience. Especially when we let their voices and energy lead out on what matters most to them. They can help us as adults transcend barriers and divisions, if we’re willing to share power and put their needs and ideas at the centre. 

The care environment our children live in is crucial. We know so know much about those first three years of life, and the importance of a stable and supportive homelife and community. Time and again we see that children and youth thrive when they are connected to whenua/place and feel a sense of belonging and identity. 

Mātauranga Māori inherently knows that connection to whenua, to place, relationships and whakapapa is nurturing and mauri-ora building. The NZ Child Youth Wellbeing Strategy lists connection as a key determinant of wellbeing. The Strategy and its 2022 Review noted the importance of harnessing collective ownership and involvement of children and young people, enabling whānau centred, community-led approaches, and embedding te ao Māori concepts of wellbeing. And yet, committed investment and focus in these areas remains slim.  

As a Child Protection Consultant for many years, I remained constantly surprised how quickly we adults assume a default ‘adult view’ position in our methods of engagement. Without a deep and holistic commitment to go beyond the tick boxes- to really lead out with youth, child and whānau-led and centred responsive practice, with inbuilt reality checks and reviews –the same old things happen. 

So, are we doing enough in our work lives, our personal lives and our community lives, to ensure this pathway of resilience and health, of connection to place, is available directly to our children? Many places across the motu are and we need to hear more about these. This why the Child Rich Communities project was created – to elevate and celebrate those locally working in mana enhancing ways with and for our tamariki. 

In Aotearoa, there are some amazing youth-led projects and spaces, whānau led community hubs, and child focused initiatives which are being driven and led by local places. Where these initiatives have a focus on leadership by rangatahi, whānau and tamariki, whānau become involved from all generations, neighbours are brought along too. Many different services begin to connect and provide support where it’s needed. Soon wellbeing outcomes increase for a pocket of that community, sparking potential for wider impact in the rest of the community too.  

Te Tiriti o Waitangi provides us with a foundation and pathway to shape our engagement with all tamariki, rangatahi and whānau in community. Communities around the motu have reported the Child Rich Community Practices are a useful starting point to nudge into this child and youth-rich way of engaging, of enabling self-determination and collective leadership around what matters locally.  

For 2024, let’s deepen our commitment to work together for the health of our children and young people, in the place where they live, the place where they can belong – their community.  

Mā whero, mā pango ka oti ai te mahi 
With red and black the work will be complete 

Mary-Jane Rivers becomes an Officer of the New Zealand Order of Merit

First, to go back to the early 2000s. Mary-Jane was extremely concerned at the way communities had been hollowed out by the massive socio-economic reforms of the 1980s and 1990s. They brought with them growing levels of intergenerational unemployment and inequality, a market model preference for competition over collaboration and a sense of despair, frustration and powerlessness in many communities. At the same Mary-Jane also observed pockets of hope in few local places where through intentional collaboration and working differently together, positive locally-led change was happening. 

During 2004-6, Mary-Jane had many, many of cups of tea, tapping into her extensive web of relationships and connections across community, philanthropy, academia, iwi and central and local government. She wanted to understand what others were noticing about was working and how together they might respond. During that time it became clear to Mary-Jane that there was an emerging opportunity for new collective action to help communities reassert their value and agency for finding solutions in  their places. 

Many of us talk about what could be done to change things, few people actually take up the national leadership mantel and act. 

Mary-Jane’s committed catalytic leadership, those many cups of tea resulted in the creation of the Inspiring Communities Trust – a new national organisation to champion and support community-led development in Aotearoa. Seventeen years on, Inspiring Communities has long since been recognised as one of New Zealand’s leading community organisations. More important however, is the national network of 5000 people, groups, agencies and communities currently on our database, and 4000 people who connect via our social media channels. This movement for community-led change in Aotearoa is Mary-Jane’s legacy.   

Starting a national change movement from scratch is no easy task! Inspiring Communities’ success is largely due to the very meticulous way she curated our set up phase, creating an overarching culture that was participatory, inclusive and courageous. Responsive to what was needed next. Eighty-hour weeks were not uncommon, she and her family gave so much over an intensive five year period to bring the aspiration of Inspiring Communities to life. 

To ensure its ongoing success, Mary-Jane intentionally moved from the inaugural Development Manager role onto the Inspiring Communities Governance Board in late 2011, spending some time as Chair, before stepping down in 2015. She has continued to be a supporter of our mahi, forever making introductions and connections for Inspiring Communities with like minded peers, and with those that could do with our support as they cross her path.   

Mary-Jane’s leadership style comes without ego, and is embedded in a dogged determination to do what needs to be done, not just for people – but with people. She is relentlessly optimistic, with her passion and commitment to collective approaches inspiring hope, trust and confidence that the world can be a better place. She is a person that others want to be around and support – as she in turn always enables for others. 

National recognition of Mary-Jane’s community service achievements is timely and so very well deserved. This is one small way, the nation can ‘give back’ so she knows her life’s passion and years of service has been both noticed and appreciated. 

Ngā mihi mahana Mary-Jane.

Re-weaving community: Across the generations, everyone contributing to a good life

The heart of Wesley Rātā Village is its incredible community – the residents, Village Guiding Group, Te Āti Awa, Hutt City Council, and the many supportive locals and businesses. More than just a place; it’s a living, breathing intergenerational community, where connections are nurtured and well-being is most important. Watch this inspiring video celebrating community innovation, of doing things together in a new way! 

A view from a different place

When I am grieving for the world – so ably described by Mike Joy as our gross overconsumption of natural resources and the lack of responsibility taken by those with the greatest wealth for their disproportionately large share of ecological overshoot impacts – let alone the human impacts of colonisation and inequity – my time in the maara gives me a deep sense of active hope.

Joanna Macy explains how active hope is a practice, something we do, not just an attitude of hopefulness. Active hope is a practice where we tune into what we most deeply value, honour our grief for the world, surface our hopes for a better future and commit to meaningful actions at personal, community and wider systems level in the present. She puts words to why I can never ‘retire’ from CLD because such active citizenship is life-giving and joyful.

I’m part of a group that shares kai, conversation and mending skills. It’s not just about the clothing that gets mended and saved from the landfill, but also the intergenerational conversations that spark support for each other in our submissions to Council and other climate/social justice actions – and the fun we have together. As Niki Harre has taught us, positive emotions are an essential motivating energy in our work for sustainability. We are not as developed as Stitch Kitchen or Upsewing Taranaki but there is something simple, special and sustainable about the energy of our small group.

Here in New Plymouth at the moment, there is a groundswell of fear and angry local resistance to new safe cycleways and other active transport initiatives. I admire Valarie Kaur’s work, who reminds me of the fearlessness of our ancestors, and challenges me to keep exercising my will to wonder, to see no stranger, even when someone is raging against initiatives I feel are urgently needed. I think we need more community bumping places that facilitate learning, listening, dialogue or just being together to help us get beyond ‘them and us’ and encourage a commitment to search together for real possibilities for a more just, sustainable future.

I have many fears too, about climate change, growing inequity, racism, violence and more. Yet I get sustained by the shifts I have seen over the last 50 years in Treaty settlements, iwi/hapū/whānau development, social inclusion, CLD practice. I get excited by current stories like:

• Dunedin’s Super Bowls providing affordable healthy food and a great community bumping place  
• Dwell, working steadily over more than 40 years building a community housing portfolio of affordable quality homes in Wellington, where people are supported to thrive 

• A recent local co-governance wananga here in Taranaki, providing a place for learning about Te Tiriti o Waitangi and better understanding the ‘super awesome origins of co-governance’   
• The history-making Taranaki Maunga settlement this month 

These initiatives continue to show us how community-led action can feed hope and hope can feed action. In the process we discover more joy than fear, and at its best, a shifting consciousness towards new ways of doing, thinking and being that are more life-giving for everyone. It is a long journey as tangata whenua know all too well in work for Te Tiriti justice.  

I want my mokopuna to have lived experience of the joys of living simply, of being part of community-led action adventures, of finding our inner strengths and from working with a diversity of other good humans. I am deeply grateful for what I learn about those values and practices from previous generations of my whānau and the many awesome CLD practitioners and others I am privileged to meet and work with, albiet now, from a different place.  

Margy-Jean Malcolm 

Connecting Hearts: The Revitalisation of Coppard Reserve in Leithfield Village

Uniting for a Shared Vision

The journey towards the revitalisation of Coppard Reserve began when the Leithfield Community Centre, initially established to oversee the community hall, evolved into a platform for residents to share ideas and aspirations. Jo Hassall, a driving force behind the community centre, recognised the importance of encouraging locals’ involvement and keeping them well-informed. With each meeting and mailbox run, more residents joined the conversation, and the email list grew to around 70 people.

Early discussions about the park revolved around creating history boards to showcase the heritage of the reserve. The original spark for this idea was from a local primary school pupil, and locals curated the story and graphics for the history boards. Though it took three years to bring the idea to fruition, these efforts sparked a renewed sense of community connection and engagement in the reserve.

From Small Wins to Big Dreams

During these early endeavours, Jo began to envision a more extensive revitalisation of the reserve. Seeking input from the community through mail drops, she received valuable suggestions, including a request for a basketball court and cross trainers that both teenagers and older adults could use. The project required amending the reserve’s management plan, a potentially daunting process, but with Vanessa’s assistance, the public consultation and feedback collection proved successful.

The Power of Community Engagement

Vanessa emphasised that the key to this progress was ensuring that the community were listened to during the consultation period, and that their final submission was well represented.

“We did get stalled a little bit along the way, with our local government operating in a post-covid recovery space it. It was important through the long timeline to stay in touch with the community, keeping them well informed throughout the process.”

Overcoming Challenges and Nurturing Support

It was while progressing through the approval process, that Jo encountered initial scepticism about the availability of grants. Undeterred, she pursued various funding avenues, adopting a “you don’t get if you don’t ask” mindset. This dedication bore fruit when the Rātā Foundation generously funded the entire basketball court and three cross trainers, amounting to $61,500. Jo emphasised that communities should not be deterred by formalities of the application processes and encouraged using plain language.

 “It’s important that communities take the first steps towards helping themselves. Councils only have so much money, but if they see your efforts and you ask for guidance through their processes, they are often happy to jump in and help. The process can feel like it takes forever, but this is the time to stick to your guns and rally the community from consultation, through any funding hurdles. Council can give lists of places you can apply to, and also help with funding applications.“

The Transformation and Beyond

With funding secured, the community sprang into action. Volunteers undertook the installation of the basketball hoop and cross trainers, making use of their skills and resources. The removal of hedge to bring in more natural light was huge task undertaken by local residents, in accordance with the Council’s health and safety requirements. The entranceway received a facelift, using soil from the area to create mounds for planting. The transformation of the reserve attracted increased foot traffic, with families and visitors enjoying the new facilities and general ambiance.

Lessons Learned and Sharing the Journey

Jo emphasised the importance of perseverance and patience when collaborating with Councils, as their processes can be time-consuming. She encourages communities to stay the course, maintain open communication, and seek help from the Council when needed. By sharing her experiences and resources with other community groups, Jo supported them to learn by doing, to navigate the application processes and secure funding for their own projects.

A Bright Future and Ongoing Collaboration

Coppard Reserve’s revitalisation journey continues with evolving ideas, such as the potential inclusion of a herb garden, while preserving ample green space. The community’s enthusiasm and dedication has created a vibrant and well-utilised hub, fostering a sense of ownership and connection among residents.

The story of Coppard Reserve’s revitalisation serves as a testament to the power of community-led development, of perseverance, and collaboration. By nurturing a shared vision, seeking support, building connections and using the assets that already exist in their place, Leithfield Village has created a space that reflects its unique heritage and meets the diverse needs of its residents. As other communities embark on their own revitalisation projects, the lessons learned from this journey provide valuable insights and inspiration.

Staying on the Edge – Reflections from Darwin

One of my favourite sayings has always been, “if you’re not living on the edge, you’re taking up too much space.”   

I’ve loved being part of organisations like Waitakere City Council and Inspiring Communities who intentionally challenged the status quo – working relationally and creatively with others to determine what to do to next, rather than just doing what has traditionally been done.  

So with 28 other fabulous Kiwis, I headed up to Darwin to the World Community Development Conference eager to think more about what the conference theme of “being on the edge”, and what community, culture and connection looks like from global perspectives.

I was humbled and reminded about what matters on day one, by one of our own keynote speakers Ani Pahuru-Huriwai from Wharekahika in Te Tai Rāwhiti. Persistence, connection to whenua and identity, trust and relationships, thinking intergenerationally, family, heart and hard work, activism and aroha. Take 25 minutes when you can to learn from Ani’s story.

The message that Ani and many other indigenous leaders shared over the following days focused on the work we all need to do in community development to better enable indigenous voice and leadership: 

• Do your homework before you come talk to us – understand Te Tiriti and decolonise  
• Form enduring relationships, not fleeting ones 
• Act, just don’t extract 
• Be useful – know what can you bring to the table 
• Act with compassion and aroha – give of yourself to help Māori achieve… add to our heart, don’t give Māori a heart attack!!! 
• Help us be the ones who lead and decide who, what, why, and how 
• Look after indigenous intellectual property, take care of how you share it 
• Listen to your community 

When it came to conference conversations around culture and community, I was struck by how far Aotearoa has come in the last decade when it comes to valuing indigenous leadership and world views.  While we’ve still got a long way to go, I do get a sense things have moved from the edge, to being much more mainstream.   

In communities right across Aotearoa, I see genuine willingness and commitment to be better Te Tiriti partners, to learn more about our real history, to build authentic relationships, and address inequities that Māori have suffered for far too long. There is a much larger number of people, groups and organisations motivated by the opportunity to learn from, support and work respectfully with Māori, than the small but vocal minority who remain fearful and threatened by what they might lose in the process. As it is with community-led development, there is room for so many and/ands – it doesn’t have to be an either/or!  

Another big conversation topic that I was drawn into at the Conference was around community development practice standards and professional qualifications. On this one, I felt myself moving back from the global mainstream to the edge! I actively bristled as others talked about professional qualifications being essential for all community workers – with a drive to professionalise both the approach and workforce. While I totally support the need for CLD training and skills development, and would LOVE to see a CLD qualification offered here in Aotearoa (sadly, IC has looked at doing this but the NZQA barriers entry are just too high!), in my mind CLD is the work of everyone, not just paid people called community workers. 

If we see local people as ‘agents of change’, then setting an expectation that they need a formal qualification to do this work runs counter to validating their key role as experts of their place. 

Which reminded me too, it’s time Inspiring Communities took another look at the CLD capability  framework we developed back in 2018. While we purposefully separated out the different roles that local residents, paid community activators and connections, and enabling organisations play in community-led change, I think it’s probably time for a next iteration! 

Written by Inspiring Communities CLD Coordination and Practice Lead, Megan Courtney