SHAPING THE FUTURE Enabling Community-led Change. Kia whakamana i te whakawhanake ā-hapori. SHAPING THE FUTURE P. 2 FOREWORD from Inspiring Communities. Mā te huruhuru, The COVID-19 pandemic is an extraordinary challenge “To make a difference, we ka rere te manu. that has required extraordinary solutions. Harvesting and need to be up for change, documenting the extraordinary, to distill what we now including changing Adorn the bird with know possible, lies at the heart of this report. ourselves, no matter feathers so it can fly. where we sit.” Thanks to Covid, we have a new to activate positive change reference point for what can be (Te Whakawhanake ā-Hapori). achieved when we all work together COVID-19 has taught us many things. – in our communities and as a nation. High up on the list is that when it One of the major lessons from Covid was required, people ran from their is just how much place matters. We silos, stepped up, focused on shared all live in a place and every place has purpose and got ‘#@it’ done. Power unique strengths, assets, contexts was shared because it was the right and wisdom. When we build on these, and necessary thing to do. We all transformative change becomes understand a crisis enables this – the possible. Understanding and activating opportunity now is to embed these all the resources in our places is key to changes in the way we work all the enhancing social, economic, cultural time. Using what we’ve learned and environmental wellbeing. can help us solve other complex Inspiring Communities1 proudly flies the challenges which have spent too flag of community-led development; long mired in top down mindsets and but we understand for some the ‘led’ inflexible responses. part is misunderstood. Shaping the Future is rooted in the Community-led development does experiences, insight and wisdom not mean that local residents or generously offered by those we community organisations are sole interviewed. It also draws on the decision makers. Rather it recognises knowledge and understanding that that successful solutions cannot sits within the Inspiring Communities be parachuted in from the outside. team. Our expertise comes from Success is framed within a collective many years of working with and lens – a local systems approach – where alongside communities, and in everyone has something to contribute navigating all layers of the system.
1 For more about Inspiring Communities see page 20 SHAPING THE FUTURE P. 3
We proudly use this to interpret and provide context to this report. As you read Shaping the Future, we ask that you both reflect and take action to realise the potential of community-led action, local resilience and nationwide revitalisation. We are all part of the system; we all have spheres of influence and can all be part of solutions. To make a difference, we need to be up for change, including changing ourselves, no matter where we sit. We also need to be up for working collectively, leaving no one behind. While much of the innovation and action discussed here predates COVID-19, we now need to do more – because when our communities are resilient, Aotearoa is a better place for everyone to live. Nō reira ruku mai, whāia te mātauranga hei oranga mō tātou katoa.
Community food distribution, Tāneatua. SHAPING THE FUTURE P. 4 EXECUTIVE SUMMARY TAKING ACTION
Decentralise. Devolve funding and power to hāpu and local communities. Involve hapū and Aotearoa’s success in eliminating COVID-19 is remarkable, communities in design and local decision-making matched by only a few other countries in the world. It processes alongside iwi, councils, business, and other required not only effective leadership and fast action by key stakeholders. Support tino rangatiratanga and central government, but also the co-ordinated effort of local self-determination. thousands of local people around the country. Recognise and respect difference. A variety of responses will be needed to serve and support diverse parts of local communities and enable equity. One Working together, individuals, whānau, carry forward the things that worked size solutions do not fit all, and imposing them can hapū, iwi, NGOs, councils, agencies well during the crisis: high trust undermine local initiatives and marginalise those and businesses ensured the hauora funding, use of technology, better outside the mainstream. (health and wellbeing) of their co-ordination and mobilisation of communities. Clear messaging and local resources, and nimble, flexible Value people and relationships. People, expectations, a strong sense of shared responses. Embedding these ways of connections and trust make things happen. Build purpose, empowering people to work working into ‘business as usual’ will social infrastructure through networks, brokering differently and adequate resourcing result in more effective responses and weaving roles. Relationship comes before were key central government enablers to ongoing challenges – as well as partnership. of these locally-led responses. future crises. Embed collaboration. Look for further opportunities Drawing on the assets and strengths Community resilience will be key to to work with others, especially across silos. Partnering already in place, including strong facing these challenges. We now makes better use of local resources, shares risk and leadership, trusted relationships and know that how well we look after encourages innovation and learning. diverse connections, local responses our most vulnerable impacts on the Build local economic resilience and redefine were incredibly successful. Tino safety and wellbeing of all, and we shovel ready. Fund locally-led enterprise and action. rangatiratanga saw hapū and iwi take have a new appreciation of the value Support processes and capability building that a leading role. United with a shared of spending time with our whānau, connects and builds more integrated social and vision, communities came together connecting with our communities, economic capacity. quickly and organised solutions that enjoying our local places and Tolerate more risk. Complex challenges require were generous, holistic and mobilised supporting our local businesses. creative responses to see what works. Mandate resources to enable an effective local We have a once in a lifetime innovation and learning and provide flexible funding systems response. opportunity to ‘build back better’ that allows for change and adaptation. As a result, there’s a new respect in many different spheres. To do this for – and confidence within – local we need to leverage and embed communities, hapū and iwi, who’ve key system shifts brought to light shown how effectively they can through the rāhui, by taking the respond. There’s now an opportunity to following actions: For more about Inspiring Communities see page 20 SHAPING THE FUTURE P. 5 ACKNOWLEDGEMENTS
Ka nui te mihi ki a koutou CONTENTSPractices in katoa i tautoko i ngā Action E&E kōrero nei. Tēnā koutou FOREWORD mō tō koutou kaha me tō koutou manawanui ki te SETTING THE SCENE PG 6 āwhina i tēnei kaupapa HOW COMMUNITIES PG 7 hirahira. RESPONDED
WHAT WORKED? PG 10 Inspiring Communities would like to thank the many people who so REFLECTIONS generously gave their time to ensure ON THE RĀHUI PG 12 that what they did, observed and What matters? reflected on will endure and contribute to shaping the future. Inspiring WHAT’S IMPORTANT Communities’ kaupapa is sharing PG 13 TO CARRY FORWARD and learning from each other. As an organisation we feel privileged to be WHAT NEXT? working with so many insightful and PG 15 inspirational people. Building local resilience
CONCLUSION PG 19 Christina Howard, Megan Courtney, Denise Bijoux and Rachel Roberts. APPENDICES Inspiring Communities Shaping the ABOUT INSPIRING Future Publication team - July 2020. PG 20 COMMUNITIES
REPORT PG 21 CONTRIBUTORS
Lockdown Teddy Bear Hunt, Aotearoa. SHAPING THE FUTURE P. 6
1.0 | SETTING THE SCENE
In the early stages of the COVID-19 pandemic, effective leadership and fast action by government was matched by people and communities across Aotearoa. Both local and nationally-led responses mattered – he waka eke noa, we were in this together.
Amidst massive disruption the Our aim was to find out as much impossible became possible, with as possible about local rāhui (lock- amazing examples of community- down) experiences, and to capture: led organising2 and action seen right • some of the new ways of thinking across the country. and working in community that Locally-led checkpoints. Over May and June 2020, the Inspiring emerged. Communities team spoke with nearly • key aspects (mindsets, relationships, 70 people3 -from locals leading kai policies and practices) that we want resiliency, to economic development and need to hold on to rather than and enterprise champions, to hapū fall back into business as usual. The opportunity now is to further leaders, community activists, NGOs • systems change that will enable support locally-led community and central and local government greater community resilience to action, harnessing the power and officials. While not exhaustive, face future challenges and better potential that was activated collectively they covered a wide range enable local wellbeing. during the rāhui to contribute to of sectors, interests, perspectives 4 the social, environmental, cultural and places. Their insights help paint From these conversations , it was and economic revitalisation and a comprehensive picture, not just of clear that collaborative, locally-led reimagination of our country. local experiences but of hopes and action was a key factor that ensured aspirations for the future. the hauora (health and wellbeing) of the population during the rāhui. 2 Community-led and locally-led are interchangeable terms used throughout the report. Both reflect The success of our health response collaborative local planning and action approaches means we can now face the coming built from local contexts, needs and aspirations. global economic recession from a 3 See page 18 for our report contributors. Nelson playground is 4 position of strength. A continued Conversations were held over phone and Zoom, with closed temporarily. contributors also invited to participate in two ‘sense focus on community resilience in making’ zui to help shape key themes and system Aotearoa is vital. shifts noted later in this report. SHAPING THE FUTURE P. 7 INSIGHT
2.0 | HOW COMMUNITIES trust took over, and people Atawhai Tibble normally works in places, in local and central at the Social Wellbeing Agency government just pulled together to RESPONDED but was seconded to the central make things happen. government COVID-19 Response So many good ways of working team for the lock-down period. emerged (from this). For example, He was part of Manaaki – a team iwi said, give us the data then we Aotearoa’s community response went along, working on trust. As whose purpose was to triage will tell you what we need. They was framed and informed by well as government agencies, this iwi issues. knew their place, who needs food, national level expectations and empowered way of working was also who had health issues, these were directives, including: evident in many local councils, identified and mapped, they ran hapū/iwi, businesses, NGOs and “The worst time to form relationship whānau surveys and then came • Leadership from the top – clear, is during a pandemic. Having regular, direct messaging from other groups. back - this is what we need. been around a while, with deep It was a strengths-based way government set the tone for ways • Resourcing was available, at the connections in and amongst of working. Kindness, economic, of being and working: Be kind, Our level needed to do what was required whānau, iwi and hapū, NGOs meeting social. Like the iwi business team of 5 million, Unite Against – in fast and simplified ways, with and government agencies I knew selling fish at subsidised rates to COVID-19. This set an expectation high trust. As well as funding from this immediately. We also knew feed their whānau. We must work for everyone (across all sectors) government and philanthropy, new whānau, hapū and iwi would be more locally. It would great to see about how things would be done community resources were accessed integral in response, they would Manaaki endure.” here in Aotearoa. and existing resources shared (from activate and get stuff done. It’s our tikanga, it is who we are. whānau, businesses and others). • A strong sense of shared purpose Manaaki was set up because a Example of data available on nationally – there was a real lot of iwi were concerned with Manaakipromise.co.nz understanding that the whole how government would behave. country was in this together, that They felt they wouldn’t be heard, everyone mattered, and we all and many weren’t happy. Tino needed to look after each other, Rangatiratanga came into play. especially our most vulnerable. Iwi wanted their place at the table. Shared values were activated and Manaaki was breaking down the promoted – kotahitanga (solidarity, barriers to enable iwi to do what they needed. unity), manaakitanga (kindness, 9.30am we got the issues - by the generosity, caring for everyone) and afternoon they had been dealt whanaungatanga (the importance with. It worked because Manaaki of relationships and connection). officials had relationships. I • Empowerment of people to observed that where officials had work differently and ‘do what it no relationships into local places takes’ - based on best information they were very transactional. But at the time to act quickly, and this changed over the period, stronger relationships developed, develop, pivot, improve as they SHAPING THE FUTURE P. 8
INSIGHT On the ground, it was community-led • practical support such as responses and action that ensured grocery shopping and picking up Emma (EJ) is a solo mum, people and whānau had what they prescription medicines (especially neighbourhood activator, and needed to get through the rāhui and helpful for the elderly, medically part of Community Taranaki. stop the spread of COVID-19. vulnerable and those parenting alone). “What was great was the friendship I I also put a note on Facebook and At neighbourhood level, people • resources, time, ideas and money grew with my next-door neighbour. asked mums with kids to contact me informally self-organised in their to support local and nation-wide As a solo mum, having accessible if there was stuff they needed help streets, suburbs and towns to efforts. support right next door was probably with. One person connected with share and provide: what got me through lock down. me - she was a solo māmā, new to town, with a troubled background • social contact, emotional support Whānau on the other side of and had health issues. I took stuff and fun activities that helped keep town couldn’t do for me what my from my pantry and gave it to her – spirits up. neighbour did because she was right there. I didn’t really know her that not that I had a lot, but I knew I had well, but I do now. to share what I had.” The box of supplies I received because I was registered with Tui Ora (who worked in partnership with Tu Tama Wahine and iwi) was amazing and had products I couldn’t have afforded, like natural cleaning supplies, gloves, sanitary pads, toilet paper and much more. It gave me a huge sense of being connected and supported - that others were doing this for me and my family without having been asked to. What was tricky is that not everyone in my street got a box - so I distributed half of what I had to others because I could and it felt right. We know who needs help because we are connected…
A neighbour’s note during the rāhui. SHAPING THE FUTURE P. 9 INSIGHT At local level, organisations (hapū, • arts, cultural, recreational and iwi, marae, rūnanga; sporting, cultural spiritual support - online choirs, Responding to COVID-19 in The checkpoint team was also able and religious groups; community and fitness challenges, live performance, Wharekahika (Hicks Bay), started to pass on information to locals, and voluntary organisations; health, social karakia and marae outreach. weeks before lock-down, as logging the authorities who wouldn’t have service and Whānau Ora providers; exports stopped leading to a surge heard it otherwise. For example, Te government agency branches, local of unemployment around the Aroha Kanarahi Trust organised a “What I have seen is our whānau, mobile health unit to go to the top councils, emergency response groups; East Coast. hapū and iwi coming forward, taking of the Tairawhiti region, “200 people economic development agencies, responsibility for our elders, for were tested for COVID-19 because of businesses, and more) self-organised our mokopuna, for all our whānau. Knowing that whanau would the education at the checkpoints in to create collaborative, holistic And that’s what we want...to rebuild need support with food and other Wharekahika and Te Araroa.” responses, as illustrated in the the faith that we can do things for essentials, Ani Pahuru-Huriwai, Things are slowly returning to ‘normal’ examples below: ourselves. And that’s what I want to Trustee of Te Aroha Kanarahi Trust, round the Coast. “During the lock- • safety - hapū checkpoints, re- come out of COVID – I don’t want to and Executive Director at Tairawhiti down we had a doctor here every day, REAP turned to her networks. She housing people when home was keep thinking to myself – somebody now we are back to limited services. approached funders, Gizzy Kai rescue dangerous. else has got to do this for us.” We had four police officers, now we for food and her trusted kaimahi have one.” • health - hygiene packs, Covid helped coordinate the ordering, Dame Tariana Turia, Marae, The Wharekahika community are now testing, other health needs. TVNZ, 3 June 2020. dispatch and delivery of kai/care packs. working to increase their resilience. • food - cooked meal and food A food sovereignty plan is being parcel deliveries, food rescue and “By the end we (including our Te developed; Māori warden training distribution of surplus food, grocery Araroa whanau) were supplying has been completed. And most shopping services. The Protect our Whakapapa 200 households weekly. Two people importantly, a big Whanau Day, and initiative emerged from the calling homes to identify needs, 10 koha was been offered to volunteers • shelter and warmth - getting un- grass-roots in Ōtepoti, Dunedin. volunteers doing deliveries – including housed people into accommodation who gave their time and other They use tūpuna wisdom and driving 2 hours to reach whanau in resources - a recognition that without (with wrap-around supports where creatively provide COVID-19 remote places.” them the response would not have needed), firewood, heaters and safety messages, resources and Other work was also needed to been possible. warm clothes. connections for whānau right protect the community. Tourists were • communication technology - cell across Aotearoa. still coming prior to lock-down, as a phones, data, modems, devices to result, a hapu roadside checkpoint enable connection and education. was set up (spearheaded by Tina Ngata and Ani, and with the support • information – translated if needed of the local hapu Te Whanau a and shared via social media, at Tuwhakairiora). The goal was “to keep checkpoints and elsewhere. the virus out, and our whakapapa • employment and business support safe.” Good communication was - redeploying staff to essential essential, with the checkpoint team services, advice on accessing wage connecting daily with others around the Coast, as well as police, central subsidies, creating pre-purchase government, and others. voucher systems for cafes. Wharekahika checkpoint. SHAPING THE FUTURE P. 10
3.0 | WHAT WORKED?
The ten-week rāhui period5 saw a wide mix of creativity, collaboration, manaakitanga and innovative support. Everybody mattered. While it played out differently for different people and places, it was an experience the whole national shared in. Community care packages, Eastern Bay of Plenty. From our diverse contributor community members, could cope. through local councils) seemed to stories and experiences some With the purpose clear and agendas work best where they valued and prominent features emerged: aligned, people moved quickly to worked with the grass-roots groups • Tino Rangatiratanga. Acutely action. and networks already operating aware of the impact of previous • Speed. Some community-led in place. uruta rewharewha (epidemics), responses began in the weeks prior • Local system (whole of place) Māori leadership was swift and to the lock-down announcements response. People and organisations effective. Responses were led when collapsing export markets came together across sectors and by hapū, iwi, marae and Māori led to early job losses. Both formal silos to work collectively to meet providers. Drawing on values of and informal local networks were local needs. There was an immediate whanaungatanga, manaakitanga activated and adapted throughout recognition that no one organisation and aroha they used their funding, the rāhui, developing co-ordinated or sector could meet all the needs Wesley Community Action, Pantry Team, Cannons Creek. resources and relationships to support and service responses - from alone – the response required ensure that the hauora (health neighbourhood Facebook pages, to identification of all community and wellbeing) of whānau was new service provider collaboratives, resources, and co-ordination to protected. Strong advocacy to to community food recovery and deploy them efficiently, quickly government was also a feature of redistribution initiatives. and effectively. Māori responses, on issues such as • Strong local leadership. People • Diversity. Collaborative responses tangihanga and testing to ensure stepped up and acted without looked different in each community. that vulnerable communities were waiting for directives from above. They included hapū, marae, COVID-19 free. Leadership came from many NGOs, ethnic community groups, • Shared Vision. There was an different parts of the community, businesses, local and central urgent need to provide basic and didn’t rely on roles or titles, but government agencies, churches, supports (food, medicines, shelter, more on who was willing to roll their connection) so that everyone, sleeves up and get things done. especially the most vulnerable Civil Defence responses (activated 5 The directive for Level 3 lock-down was issued on Wharekahika checkpoint. March 23rd, with New Zealand returning to Level 1 again on June 9th 2020. SHAPING THE FUTURE P. 11
temples and mosques (and many situations (via zoom meetings) – PRE-COVID FACTORS THAT BOOSTED more) depending on the resources people were understood and valued THE SPEED AND EFFECTIVENESS OF and leadership present in the beyond their ‘work’ roles. LOCALLY-LED RESPONSES: community. In many places, equity • Generosity. In addition to front-line issues were addressed by alternative essential workers, at all levels and solutions to meet the needs of those across all sectors, many people went Depth and breadth of relationships and not well served by the mainstream above and beyond. Often working collaborative experience – trust and shared response (Māori, Pasifika, ethnic 60-80 hour weeks, part-timers local knowledge of who was best to do communities, older adults etc). worked full time, full time staff took what ensured help got to where it was most • Holistic support and sharing on additional roles, and volunteers needed. information. Many locally-led worked full time – often invisibly. As responses provided a wide range well as time, resources were also Knowledge about strengths and resources of supports through a single point provided generously. Zero barrier (people and capacity) already in the of contact, as organisations were access was a feature of many local community that could be connected and/or working collaboratively in real time, responses e.g. food parcels were activated quickly. often enabled by daily meetings. given without having to prove that This was assisted by local data they were needed. This was a key and information sharing, which in feature of Māori and Pasifika-led Access to online technology – enabled turn helped everyone understand responses in particular, based on whānau, organisations and agencies to emerging issues, facilitating the principle of “aroha mai, aroha connect and services to be delivered in quick responses. With only some atu” - an implicit understanding that different ways. organisations designated as essential people would use what they needed services, and a need to limit contact and share what they didn’t. Previous crisis response experience – typically and movement, support had to be connections and organising ‘know how’ was well co-ordinated and adapt quickly higher in these communities. at the local level. • Stronger relationships. Uniting to Local autonomy and self-reliance – fight COVID-19 impacted positively particularly in rural and isolated communities on local relationships. There was no where services are minimal, people activated room (or time!) for egos, personality their own networks and resources to get clashes or patch protection, and things done. previous differences were put to one side. Many people also noted a greater appreciation of others as they saw more of them in their home SHAPING THE FUTURE P. 12
4.0 | REFLECTIONS ON - THE RAHUI WHAT MATTERS?
Over the rāhui we learnt a lot about what really matters. Those without access to food, shelter, safe homes, health care and the ability to connect with others had the hardest time and faced the most difficult challenges.
But there was also a new, shared • the pace and busy-ness of 21st them, and how those roles are usually central government investment and understanding in Aotearoa that how century life and how it has (under) valued. purchasing approaches (e.g. social well we look after our most vulnerable been impinging on whānau and • the importance of local food procurement) to create more local impacts on the safety and wellbeing community time. resilience and security for everyone. jobs through small local business and of all. This has always been true, but enterprise development. This has • the value of connection to place • that many of us can have good lives the nature of this pandemic made huge potential for broader placed- and the taonga that exists in every while spending less, when pressures it undeniable. based systems change impact. neighbourhood – and a desire to and opportunities to consume For those whose essential needs were spend more time living, working and are reduced. met, the rāhui had many positive playing locally. • business closures threatening the aspects. It highlighted the importance • the impact of our modern lifestyles vitality of neighbourhoods and and value of spending time with our on the planet – and how quickly creating a new group of people whānau and community. Messages to nature moved into the spaces we needing support to deal with physically, but not socially, distance had left, including a rare and hungry uncertainty and financial stress. were heeded, with many new local Kārearea (NZ falcon) seen hunting in Many people, households and connections and relationships made. Wellington’s CBD. Travel restrictions saw people walk, communities are contemplating • the time, money and productivity cycle and explore their neighbourhoods a more permanent shift towards benefits from working at home often for the first time, enabling a hyperlocal living. This looks like (for some). greater appreciation of te taiao (the working from home more, increased natural world). Many people spoke • the barriers to home-based work involvement in local activities about “falling in love” with and study for others (e.g. poor rural and spending more money with their place. internet infrastructure; not having local businesses (where possible) skills, access to devices, or a quiet – recognising the importance of space to concentrate). strengthening local economies to Other things that were observed A Kārearea sits amongst the buildings in • the jobs, services and activities which offset the impact of the global by our contributors during their the Wellington CBD. Photo: Pete McCombe. were really essential – who was doing recession and building local COVID-19 rāhui experiences were: resilience. Many called for local and SHAPING THE FUTURE P. 13
5.0 | WHAT’S IMPORTANT TO CARRY FORWARD?
The arrival of COVID-19 has disrupted systems at all levels, together with the long-held economic, political, and social paradigms underlying them.
In many cases, this is a positive thing, saw and recognised the power of as these systems and paradigms collaborative locally-led action. were socially and environmentally This success has also created A seasonal circles gathering, destructive. a mindset shift amongst local New Plymouth . people and leadership. There is new Carrying forward some of the new confidence and growing readiness practices, mindsets and factors to step into partnership with central collaboration, resourcing for that emerged during the crisis will and local government to address convening, relationship-building and help us embed this positive change: pressing community crises such as community sector and hapū/iwi climate change and poverty. Focus participation will be needed. is on revitalising or reimagining the • Respect for the ability of hapū, iwi future, rather than just recovery. Community Taranaki’s circles and local communities to deliver. • Enhanced mobilisation and co- The COVID-19 experience has process brings together ordination of locally-led planning opened the door for more respectful citizens to listen, share and and resources. Local responses relationship between central learn from each other. It allows showed how effective collaborative government, local government, action can be. There is willingness to people to take time to explore hapū, iwi and local communities, continue to build relationships and world views, and dig deeper with fewer top-down, one size fits all work together more closely at both to understand how to create solutions being centrally created local and national levels. communities people wish to and imposed. Similarly, there’s more intention for live in. Locally-led responses to the different sectors and organisations rāhui were fast, tailored to local in communities to listen to each circumstances, and based on other, look for aligned aspirations deep knowledge of community and contributions, understand how relationships, needs and assets. Local to work and take action together. and central government agencies For this to convert into productive SHAPING THE FUTURE P. 14
• Nimble, flexible responses. Many better for many people’s productivity new approaches emerged as people (less time travelling, parking and so and organisations pivoted quickly on). The ease of meeting enables to meet community need over greater frequency - enhancing the rāhui. These approaches often relationships and collaboration. worked better than the old ways Some people had even found that of doing things (e.g. online health the structure and etiquette required consultations, Work & Income phone on a Zoom call helped increase the appointments, support delivered quality of interaction and focus directly to people at home). of meetings. There is a real desire for this more • High trust funding. High trust nimble, responsive approach models of funding (from central to continue at all levels – from and local government, business and government service provision, philanthropy) enabled community to more flexible contracting and responses. The value of this can’t be funding arrangements that enable overstated. COVID-19 highlighted experimentation, adaptive action that money can be moved at speed and learning, and local places taking to where it’s most needed, with the lead to look out for each other. minimal red tape – when there is an • Use of technology and online urgent crisis and political will. Many communication platforms. Most see this as setting a precedent for people said they intended to use the future, reducing the funding technology more to work differently burden and enabling more effective in the future. While it will never local responses. They also noted that fully replace in-person connection, the trust went both ways during the many people noted that meeting rāhui – for example organisations by video conference is better for the spent money on purchasing environment, enables wider potential additional food resources, trusting reach of participants or clients, and is that they would be reimbursed by government (as promised).
Project C-19 Nelson, communication infographic. SHAPING THE FUTURE P. 15
Shifts How... 6.0 DECENTRALISE • Design locally responsive systems now for the WHAT NEXT? Devolve funding and power to hapū and local next crisis. communities. Involve them in design and local BUILDING LOCAL decision-making processes alongside iwi, councils, “By week one there should be a koha pot that’s business, and other key stakeholders. Support tino not tagged to food parcels, just a pot that can rangatiratanga and local self-determination. be tapped for the resources that are needed e.g. RESILIENCE recompense for volunteers (petrol etc) as this was a big cost in rural areas.” “We need the central system also aligned to the local – who is serving who?” “Never have I seen a better • Understand the difference between regional opportunity for the role of “The strength of Māori and iwi community responses agencies and structures and those at local community, and the role over lock-down highlighted capability and reinforced community and district levels. Don’t just devolve of tino rangatiratanga the need for systems with more autonomous Māori funding and decision making to regional levels leadership and decision making.” as this can simply replicate bureaucracy. Instead, and self-determination in decentralise to district and local levels because communities.” this is where understandings of context are most nuanced and where local relationships are held. We’re entering a new era – Aotearoa New Zealand and the world have been • Involve community and hapū/iwi partners in changed by COVID-19. We have a once the design of local Caring for Communities in a lifetime opportunity to ‘build back workstreams (social recovery response) and better’ in many different spheres, with resource them to be active partners. an ability to leverage and embed key • Make central government data more readily system shifts brought to light through available and build capability for hapū, iwi and the rāhui. communities so they can use it to make their While in some places optimism around own decisions. these shifts remains alive, many • Grow local and central government capacity people are concerned that old ways of to more effectively partner with hapū and local working have quickly crept back in. communities. Building local resilience means honestly • Redesign government commissioning processes talking about power: Who’s got it, who for social services. hasn’t and naming what’s being done differently to share it. “What would a ‘bottom up’ commissioning process Alongside power, the shifts noted next look like? Can we design services and contracts summarise the key interconnected based on what is already working on the ground?” change needed across and within local and central systems to build community resilience. SHAPING THE FUTURE P. 16 Shifts How... RECOGNISE AND RESPECT DIFFERENCE • Planning processes need time for more authentic, A variety of responses will be needed to serve and ongoing engagement that recognises the support diverse parts of local communities and enable expertise held in different parts of communities equity. One size solutions do not fit all and imposing – e.g. disability, low income, Māori, Pasifika and them can undermine local initiatives and marginalise other ethnicities. those outside the mainstream. “Go to where people are and actively ensure that diverse voices are included.”
• Build understanding within central government about the existence and complexity of community systems and the organic nature of support that works best.
“Recognise that diversity isn’t duplication – it’s what prevents people falling through the cracks of mainstream responses.”
VALUE PEOPLE AND RELATIONSHIPS • Support and invest in the groups and networks that looked after communities during the rāhui. Community response, Tāneatua. People, connections and trust make things happen. This capacity building investment is an insurance Build social infrastructure, through networks, brokering policy for future challenges and crises. and weaving roles. Relationship comes before partnership. • Provide ongoing funding support for local networks, brokering and co-ordination roles, and community and economic backbone functions “Value relationships, because those who are close – not just front-line service provision and projects. see what nobody else sees.” • Create secondments or similar opportunities for central and local government staff to work with local community and Māori organisations, to build understanding of how things operate on the ground and see the solutions that communities have designed for themselves. • Build direct relationships and quality engagement between Wellington-based staff of central government agencies and local community networks and agencies (don’t just rely on regional offices for this). • Invest in more spaces and processes that enable locals from different perspectives to connect and support each other to act. SHAPING THE FUTURE P. 17 Shifts How...
EMBED COLLABORATION • Require greater cross-sectoral working and Look for further opportunities to work with others, community collaboration from regional and local especially across silos. Partnering makes better use of leadership of government agencies. Build systems local resources, shares risk and encourages innovation and structures which incentivise collaboration, and learning. provide capacity for them to do so, and mentoring to enable this as a new way “During times of crisis, the National Emergency of working. Management Agency fills a co-ordinating role. But under normal circumstances there is no agency “Work together with others in your area to plan responsible for co-ordinating funding and support for initiatives and co-ordinate funding applications, diverse whole of community agendas. How could this rather than competing against each other for the gap be most effectively filled?” same funding pools.”
• Set up cross-departmental projects with local communities to solve specific local problems (e.g. drivers licensing, getting teens back to school). Put investment into facilitation and brokering to build shared pathways and to force shared accountability for making change.
“Incentivise collaboration by providing good and realistic funding that rewards truly collaborative Community collaboration, Morningside. approaches. Be willing to pay for relationships, time and process as much as outcomes.”
• Move away from contestable funding as this undermines the relationships that communities need to collaborate effectively. • Invite local people to be part of debriefing and post-rāhui reviews.
“Government and Councils have had to act in ways that don’t come naturally and they did a good job. But they need to understand what it was like from a community organisation perspective–the people who were actually collecting and dropping off the shopping.” SHAPING THE FUTURE P. 18 Shifts How...
BUILD LOCAL ECONOMIC RESILIENCE • Take a more considered approach to the next AND REDEFINE SHOVEL READY tranche of government investment in job Fund locally-led enterprise and action. Support creation – focus on supporting local businesses processes and capability building that connects and and community economic development builds more integrated social and economic capacity. aspirations.
“Why can’t a shovel ready project be called a “We need a Grassroots PGF fund that enables youth worker?” different and broader parts of the community to get involved in local resilience conversations and be part of action taking too.”
• Use social procurement to create local jobs and increase local prosperity – the community benefits by employing local residents and retaining rate payer dollars in the local economy. • Make it easier to establish and develop social, community and whānau led enterprises. Reduce current barriers, provide more support and small- scale, start-up funding and ongoing resourcing and support for non-traditional businesses and Leading with empathy, Kore business owners. Hiakai, Auckland. TOLERATE MORE RISK • Continue to mandate and empower local agency Complex challenges require creative responses to see staff to act flexibly and responsively. what works. Mandate innovation and learning. Provide “We saw MSD case managers operating from flexible funding and parameters that allow change empathy rather than punitive spaces – document and adaptation. that and make more of it. Capture the examples of those who were confident to operate in values- “Look at what happened when they were flexible and based ways, used discretion– a taste of what could responsive, and nothing went wrong! A lot of rule be. Bring that forward outside of crisis conditions.” breaking happened, and nothing went wrong, and many things went right.” • Develop funding success measures collaboratively, not just for accountability but to support learning, adaptation and iteration. • Create more locally held small-scale grant funds with minimal red tape and faster decision making to allow communities to be more responsive and kick-start or test new initiatives aimed at building local resilience. SHAPING THE FUTURE P. 19 CONCLUSION
Mā te huruhuru, ka rere te manu. Waiho i te toipoto, Adorn the bird with feathers so it can fly. kaua i te toiroa.
We offer this report as one of the trust-based relationships with central placing a lens over issues and sector Let us keep close many feathers needed for all places and local government agencies responses, profiling more local stories, together, not wide apart. and people in Aotearoa to fly. We all developed. Refocused public and and offering practical ideas and need to be part of the change if we community funding sectors that insights to inform the journey ahead. want the gains and learnings from our lead with both learning and enabling We won’t let this crisis go to waste. collective rāhui experience to stick. paradigms, within a Treaty honouring We have proven that new ways of Aotearoa, is the future we need. being, seeing and working together are The system shifts and learnings RELATIONSHIPS possible under crisis. The challenge now identified in this report require TINO RANGATIRATANGA FLEXIBLE is to take them with us as we shape urgent attention by central and local our futures together. government authorities. It’s essential EMPOWERING MANAAKITANGA POWER RESPONSIVE We’ve faced the storm paddling that key recommendations are built ADAPTIVE WHAKAWHANAUNGATANGA together, and now we are sharing into current Public Service Reform TRUST DIVERSITY our lessons and aspirations. Place planning, Covid recovery initiatives DECENTRALISED SHARING is a critical organising vehicle. As and ongoing government policy HOLISTIC EQUITY ENABLING Shaping the Future shows, local people, and programme delivery. Shaping STRENGTHS-BASED COURAGE KOTAHITANGA hapū, iwi and organisations working the Future insights back up strong together at local levels can make a real calls by the local government sector RECIPROCITY INNOVATION KINDNESS difference-especially when power and for a greater focus on localism. As resources are more equitably shared emphasised in this report however, and local autonomy is enabled. As a success relies on local government “…Our response can be a response result, there’s now increased willingness leading alongside many others in that’s unique to Aotearoa. We cannot Ka mutu ngā kōrero mō for different sectors and organisations their place and adapting their BAU lose the opportunity that we have, tēnei wā. Ka tuku mihi to listen to each other, look for aligned to reflect the systems shifts required. we must not just survive – but thrive, aspirations and contributions, and Building this into Long Term Plans and anō kia koutou katoa i and what will make us either succeed work out how to lead and act together. work programmes will also help embed tautoko i ngā mahi nei. or fail will be the degree to which we collaborative practice and approaches. Aotearoa’s Covid response highlighted involve everyone.” Kia koutou e pānuihia, the capability of local communities, Over the coming weeks and months, tēnā koutou, tēnā koutou, hapū and iwi to rapidly self-organise we’ll be sharing more from the rich Rt Hon Jacinda Ardern – Conversations tēnā tātou katoa. and deliver, with respectful, higher learnings gathered for this report, during Covid–19, The Power of our Communities, Facebook Live, May 9 2020. SHAPING THE FUTURE P. 20 ABOUT Inspiring Communities.
Inspiring Communities has championed New Zealand’s growing community-led development (CLD) movement since 2008, currently engaging a network of 4000 people, groups and organisations. Our vision is for all communities to flourish, with a focus on enabling effective community- led change. www.inspiringcommunities.org.nz
We work with communities, councils, Join the Inspiring Communities government and agencies to support database to be kept up to date with initiatives, projects, skills and policy community-led news and activity that make local places even better to across the country, or via Facebook live, work, play and invest in. Our work page or LinkedIn, or email: crosses all sectors at local, national [email protected] and international levels. Alongside our public good activities, our consultancy arm Powerdigm provides services to help agencies and organisations navigate community innovation. We can support your work in this nuanced and specialist space. www.powerdigm.org.nz
Inspiring Communities. SHAPING THE FUTURE P. 21 OUR WARM THANKS to everyone who contributed stories, ideas and insights to this Report. Ngā mihi mahana ki a koutou katoa.
Adrian Orr Te Whanganui a Tara Wellington Ian Telfer North East Valley Dunedin Alex Woodley Tāmaki Makaurau Auckland Jacki Cooper Whangarei Northland Allan Wainwright Katikati Bay of Plenty Jenny Hobbs Katikati Bay of Plenty Ani Pahuru-Huriwai Wharekāhika Tairawhiti Jenny Nand Hamilton Waikato Anna Markwick Whangarei Northland Jo Brand Mataura Southland Anna Parker Ōtepoti Dunedin Jo Randerson Te Whanganui a Tara Wellington Anne Overton Tāmaki Makaurau Auckland Jodie Robertson Tauranga Bay of Plenty Anne Purcell Tāmaki Makaurau Auckland Joni Tomsett Motueka Nelson Tasman Atawhai Tibble Te Whanganui a Tara Wellington Judy Kumeroa Whanganui Aya Morris Kaitaia Northland Karen Johns New Plymouth Taranaki Barbara MacLennan Bay of Plenty Kena Duignan Te Whanganui a Tara Wellington Brent Beaven Te Whanganui a Tara Wellington Kerry Allan Tāmaki Makaurau Auckland Brodie Johnstone Tāmaki Makaurau Auckland Lauren Ensor Nelson Tasman Bronwyn Walters Tāmaki Makaurau Auckland Lynette Adams Tāmaki Makaurau Auckland Cain Kerehoma Gisborne Tairawhiti Manjani Khan Tāmaki Makaurau Auckland Carl Freeman New Plymouth Taranaki Mark Allen Tāmaki Makaurau Auckland Charlie Moore Tāmaki Makaurau Auckland Mark Gibson Ōtautahi Canterbury Chris Jacob Katikati Bay of Plenty Mary-Jane Rivers Te Horo Kapiti Colin Bass Nelson Tasman Matt Walters Nelson Tasman David Armstrong Motueka Nelson Tasman Matthew Luxon Mahurangi David Haskill Waitara Taranaki Ngahau & Debbie Davis Moerewa Northland EJ Barrett New Plymouth Taranaki Nicola Patrick Whanganui Elizabeth Fa’alili Tāmaki Makaurau Auckland Pam Armstrong Whananaki Northland Gaylene Tupaea Tāmaki Makaurau Auckland Penny Hagen Tāmaki Makaurau Auckland Helen Algar Te Whanganui a Tara Wellington Penny Hulse Tāmaki Makaurau Auckland Holly Snape Hamilton Waikato Penny Kirk Grey District SHAPING THE FUTURE P. 22
Pete Howard Kawitiri Westport Peter Galvin Te Whanganui a Tara Wellington Philippa Holmes Tāmaki Makaurau Auckland Pip Laufiso Ōtepoti Dunedin Rebecca Williams Cromwell Central Otago Rouruina Emil’e-Brown Tāmaki Makaurau Auckland Ryan Reynolds Ōtautahi Christchurch Sarah Brown Westland District Sue McCabe Te Whanganui a Tara Wellington Sue Rei Taita Lower Hutt Susan Houston Tāmaki Makaurau Auckland Tara Moala Tāmaki Makaurau Auckland Tess Casey Te Whanganui a Tara Wellington Tracey Shepherd Featherston Wairarapa Home salon, Aotearoa. Vanessa Sidney-Richmond Palmerston North Manawatu Point Research team Tāmaki Makaurau Auckland Inspiring Communities Board and Team Copyright This work is subject to a Creative Commons Attribution. Non-Commercial, No Derivatives, 4.0 International Licence (CC BY-NC-ND 4.0). Citation This document should be cited as “Shaping the Future – Enabling Community-led Change. Inspiring Communities, New Zealand 2020.”