CREATING AND SUSTAINING MOMENTUM LEARNING BY DOING CHAPTER 5

A follow up to What we are Learning about Community-led Development About Learning by Doing: Community-led Change in Aotearoa New Zealand

nspiring Communities' mission is creating change through effective community-led development (CLD). We are a small, virtual organisation committed to catalysing, promoting, and using the application of CLD principles to create flourishing Kiwi communities with Ihealthy people, economies and environments.

Learning by Doing is our second major learning publication, created to share diverse examples, stories, ideas, and results from community-led activity around Aotearoa New Zealand. We would like to acknowledge and thank all those who have generously contributed their learning, wisdom and time to enable the creation of this publication.

This take-out of Learning by Doing features the fifth of the book's six chapters. Themes covered in other Learning by Doing chapters are:

• Working Together in Place ISBN 978-0-473-24420-0 (digital) • Community Building • Leading in and Leaderful Communities Citation • Noticing the Difference Community-led Development Makes.

This document should be cited as “Learning by Doing: community-led change in Aotearoa NZ. To purchase a hard copy of the full publication, please go to http://inspiringcommunities.org.nz/ Author: Inspiring Communities. Publisher: Inspiring Communities Trust, New Zealand. 2013” tools-resources-inspiring-communities-publications/learning-doing. By purchasing a copy of Learning by Doing, you're helping Inspiring Communities support and strengthen community-led Copyright development in Aotearoa New Zealand. If you'd like to talk to one of the Inspiring Communities This work is subject to a Creative Commons Attribution–Non-commercial–Share Alike 3.0 team about CLD training workshops for your community or organisation, please contact us on New Zealand Licence. [email protected].

Unless otherwise stated, the contents of this document and all other material and Intellectual We hope this Learning by Doing chapter supports and inspires you to use community-led Property developed by Inspiring Communities or Inspiring Communities Trust is subject to a development to make positive change in your community. As always, we welcome your feedback Creative Commons Attribution–Non-commercial–Share Alike copyright protocol. and to hear what you're seeing and noticing about community-led development too.

This licence lets you incorporate our work into your presentations, publications or websites, and to Megan Courtney, Barbara MacLennan and Denise Bijoux. tweak, re-work and build upon our work, provided they are non-commercial, as long as you credit Inspiring Communities Development Team April 2013 Inspiring Communities and license your new creations under the identical terms. You can download www.inspiringcommunities.org.nz and redistribute our work, and you can also translate, make remixes, and produce new stories based on our work. All new work based on ours must carry the same licence, so any derivatives will also be non-commercial in nature.

Alternative uses of our material may be authorised by agreement. Please contact us if you wish to Nã tõ rourou, nã taku rourou use our material commercially. ka ora ai te iwi With your food basket and my food basket the people will thrive 2 3 CONTENTS

Foreword from Pat Snedden 3 Acknowledgements 4

5. Creating and sustaining momentum 9

5.1 Frameworks for understanding the continuing journey ahead 10 5.2 Keep checking to make sure CLD is at the fore 12 5.3 Funder approaches that create and sustain momentum 12 5.4 Weaving community-led development into local approaches 14 and building on local strengths 5.4.1 Communities have local history and experience to draw from 14 5.4.2 Incorporate CLD approaches into organisational practice 15 as opportunities arise 5.4.3 Weaving CLD approaches into strategic initiatives 16 5.5 Creating collective thinking and ownership 17 5.6 Collective asset mapping - a useful approach to build momentum 18 5.7 Keeping everyone connected and bringing others on the journey 19 5.8 The Fitness Landscape 21 5.9 Supporting and growing CLD practice and thinking in your community 21

Appendices

6. Core Learning Cluster Community Initiative Profiles. 24 7. Reflective Learning Methodologies. 37 8. Useful tools for noting the difference CLD makes 38

Links & Resources 44

4 5 5 Creating and Sustaining Momentum Kua tawhiti ke to haerenga mai kia We have come too far to not go further kore e haere tou We have done too much to not to do more He tino nui rawa ou maki kia kore e mahi nui tonu (Ta Hemi Henare - Sir James Henare.) What We're Learning About Creating Change and Sustaining Momentum

Because CLD is about in both our organisations different phases of CLD. changing whole systems, the and CLD endeavours. Each See where you are now and work is long term. We face particular stage of the journey what resources, approaches, global and local challenges requires different skillsets, evaluation and leadership including climate change, resources and approaches. will likely be needed next. growing inequity, and peak While the work is often chal- • There is no right place to oil. As Michael Lewis and Pat lenging and messy, there will start in CLD. Begin from Conaty assert in the introduc- be cause too for many cele- where you, your organisa- tion to their 2012 book The brations along the way. There tion or community is and Resilience Imperative, “We is no right place to start in weave CLD principles and should not expect to survive CLD, neither is there a right practice into everything with any dignity if we continue place to finish. We can expect that happens – be bold and what we are doing. Rather we visions, actions, structures humble, and ensure that must radically shift the way we and processes to evolve and local residents and/or see, think, and act in relation to change in line with the ever those with 'lived experience' each other and to the planet.”139 changing community contexts, are actively part of what needs and aspirations. happens. Have fun! While each community and Key Messages: CLD initiative will have its • Locally led action can be own distinct pathways, there • Like nature, expect constant catalysed through use of are useful frameworks and change in CLD and be visual images, stories, and insights that can help us on prepared to proactively timelines to re-kindle our diverse journeys. adapt and change. memories and focus/renew a shared sense of direction • Use helpful frameworks like The eco-cycle reminds us there and progress. the 'eco cycle' of collabo- are natural cycles of life, death ration to understand the and renewal that are mirrored

139 The Resilience Imperative – cooperative transitions to a steady-state economy, 2012:1.

6 7 Source: Mark Cabaj, Here to there, 2013 • Creating and revisiting work for now. For example it closure in the 1990’s, and in community asset maps can help with considering the doing so shifted student and Creative • Messy • Uncertainty • First-hand Efficiency • Certainty • Stability • Focus on Conservation helps identify, build on type of leadership needed (as school outcomes from failure Insights & Outside ideas • Multiple Perspectives • Flat structure Hierarchical structure & process • Rules, Policies & Procedures & process • Probes & little Experiments • Options Standardisation • Specialists • Fast Returns • Low Risk Tolerance and catalyse community noted in Chapter 4), or the type to success at the very leading strengths to celebrate of evaluation that may be most edge. In making this change, rat urity positive steps forward. appropriate at different points they drew on their traditional Explo ion Mat in time. wisdom and their own internal expand • Regular communication is place conserve declining and collective strength. bets possibilities a vital part of keeping every- & buy-in outcomes One of the most useful new manage one connected and growing CHOICE CRISIS frameworks for CLD thinking Tipu Ake is entirely holistic, birth thinking looking forward CLD supporter bases. is the 'panarchy' or 'eco-cycle' driving visioning using the develop Growth letting go & adapt • Encourage and create local of collaboration. As noted Mãori concept of ‘Ora’ which refine neutral zone De or sub-regional peer learn- in pages 46-7 of What we are is much more than wellbeing. vel ing and support networks Learning 2010, this tool is based It aspires to a state of well- opment Release for CLD practitioners, around the life cycle in nature ness which embraces cultural, to ensure people are and notes four key stages of social, environmental and Entrepreneurial • Generalists • Roles Unraveling • Confusion • Chaotic • Loss, Anger, Blame, Conflict Adaptive structure and process • Prototypes & Pilot Projects Little structure or process • Reflection • Relationships supported, inspired and development: birth/explo- economic dimensions and is Variation • Lag times • Flexible funding • Flexible rules Emphasis on Essence, Values & Principles able to have fun learning ration, development/growth, global, not just local. Drawing Tolerance for risk • Dead ends • Emerging practice New Energy & Urgency and sharing together. maturity, and decline/release, on the analogy of a living tree which in turn enable new life in an interconnected forest, 5.1 and growth, in an ever-evolving the Tipu Ake leadership Tipu Ake ki te Ora - Lifecycle Frameworks for way. The eco-cycle reminds us model140 identifies seven A project Leadership Model for Innovative Organisations that sometimes things need inter-dependent levels, all of understanding Ora (Wellbeing) Sunshine - external energy to die or wind up, in order to which must simultaneously Focus on smug outcomes N. ORA >> Wellbeing (Global) the continuing release energy and capacity for be present and healthy. The Birds - proactive approach Manu (birds) Fly down and return higher journey ahead values new things to emerge — that model pays attention to the values clash we need to 'let go' in order need for collective approaches. 5. Wisdom (Collective) At the core of CLD philosophy Apply Innovation to 'let come.' It identifies and illustrates the Ngahua and approaches is a recog- reflect wrong (Fruits) listening typical detractors (pests) at Tane measures nition that communities and (trees) + 4. Sensing (Collective) This internationally recognised each level, that require atten- Puawaitana Opportunity/Risk neighbourhoods are unique (flowers) framework is also mirrored tion to be kept under control. effective rigidity living systems that are always Ngarara here by similar local indige- More importantly, it focuses on (pests) Pua 3. Processes (Org) changing. Knowing where your (branches) nous thinking. The Tipu Ake proactively planting the seeds CLD initiative or collabora- Tinana trust, support power ki te Ora Lifecycle is a set for innovation and growth in tion may be in its life cycle, (trunk) 2. Teamwork (Project) of resources and knowledge all dimensions. There are many recycle Vision and anticipating what will be Putake developed in association ongoing community initiatives rejuvinate (roots) ego/credit needed for the next phase can sharing 1. Leadership (shared) with the people of Te Whãiti in Whirinaki which continue diversify Kakano assist leaders, communities (seed) Courage false Nui-a-Toi. This tiny, proactive, to be firmly rooted Tipu Ake assumptions and organisations to recognise Papatuanuku Kore Ideas germinate largely unemployed rural thinking – see http://www. (Earth Mother) and 'make sense' of particular (soil) Facing 0. Undercurrents (Chaos) Pests - reactive approach community worked together kaitiakitanga.net/whirinaki. Issues elements. It can also inform failure, forced to recycle to save their local school from Whiro Poisons - greed, exploitation, violence, fear choices about what might (poisons) “The Tipu Ake Lifecycle - A Leadership Model for Innovative Organisations”© 2001 Te Whaiti Nui-a-Toi www.tipuake.org.nz

Tipu Ake Model see http://www.tipuake.org.nz/tipu_life_cycle.php 140 For an overview of how the model can be applied see http://www.tipuake.org.nz/files/pdf/Growing%20Living%20Organisations.pdf

8 9 Principles and practice associated with effective working. One of the concerns community-led development – some useful questions to ask: Helpful reflection tool is whether intent is being ? matched in practice. For exam- Local people actively engaged: How are local people involved in all aspects of the project, e.g. in "I think the Panarchy model (eco-cycle), especially when discussed ple it is relatively easy to call with the potential traps, is one that most people find helps them take vision/outcome/priority setting, leading/participating in activities, learning and reflection, and in something a CLD approach, ongoing decision making? another look at their situation without seeing the end of something and genuinely commit to that as failure. It's quick to revisit and is great for newcomers, as well as at the outset. However, if there those who have been to earlier learning forums to reassess where they currently are right now." are not processes to guide and Clear vision and outcomes: How will outcomes for individuals, families, and/or the local keep checking back to see how community be strengthened as a result of this project? What will success look like? Taranaki Learning Forum Participant, 2011 CLD principles are being lived in practice, there is a risk that Our experience suggests that reflection, particularly during CLD aspirations may fall away, An understanding of how change might happen and what will be required: Have long/short term CLD initiatives value learn- the difficult and 'messy' phases particularly where there has goals and change strategies been identified? Are timeframes and resource requirements realistic? ing about these models, and which are inevitable when been no capacity building Is there an understanding of how change might happen in this community? practically applying/adapting communities try to transform for CLD. them in different planning and themselves. These models reflective stages of their work offer a level of analysis which The checklist on the next page A strengths-based approach: What local strengths, assets and resources have been identified that could assist with the implementation of this project? together. While some theories can support intuitive knowl- was prepared for JR McKenzie or models are not presented in edge about where to put effort, Trust141 to help guide their an easily accessible form, they or what to change. funding decisions where appli- Building relationships and working together with others: What new relationships have been or will can be simplified and used to cants indicated a CLD approach be formed? How have other agencies/partners been involved in developing/supporting the project enrich local understandings 5.2 Keep was intended. It also poses so far? What kind of collaboration(s) will be required to support the project next? about why things happen, or checking to useful questions for practi- what to expect. Communities make sure CLD tioners to constantly refer back we have worked with appreci- Community capacity building: What will be required for local people to effectively participate in the is at the fore to as CLD initiatives progress project? How will community capacity and skill-sets be developed along the way? ate participating in learning/ and momentum gathers. training and then applying this Community-led develop- to their planning and reflection ment is not a service delivery 5.3 Funder Skilled teams142 to work with communities: What skill-sets and relationships do staff/volunteers together. We also notice the model or fixed step-by-step approaches have that enable them to work as a team, in and with the community? value of collective learning programme that can be that create when things 'get hard', and followed. As noted in Chapter 1, A focus on growing local leadership: How will local leadership be identified, supported and communities that have shared it’s a strengths-based planning and sustain strengthened as a result of this project? learnings about CLD can and development approach momentum remind each other of tips and that’s underpinned by some Sustainable community-led traps which are typical stages key principles. Reflection and review: How is this built into the project so that things can be adapted along the way development is a long term on long journeys. based on what is working/not working, what is needed next and why? game. It is therefore import- With the increased profile of ant that any funding source The eco-cycle model and CLD, a wide range of organi- or opportunity is recognised Documenting progress and celebrating success: How will progress and changes be documented and others (see appendix 8) provide sations and communities are as a building block within a communicated to everyone? How can successes be celebrated to ensure energy levels remain high disciplines which are helpful now using CLD language, and much larger community-wide and achievements recognised and rewarded? for planning, review and implementing new ways of picture. Even a three- or four-

142 Key competencies include: being patient and hopeful, proactive and yet responsive, creative, inspiring and able to bring out the best in 141 To view full assessors guide see http://inspiringcommunities.org.nz/learning-tools/community-building others, connecting, bridge building and collaborating, and knowing when to step forward, and when to step back to let others lead.

10 11 year funding commitment • Which other funders could we remember we are never should be seen as part of much be jointly investing in this starting from 'zero' or 'scratch'. 5.4.2 Incorporate wider and longer processes, initiative, and how could we CLD approaches into rather than as a 'silver bullet' invite them in? 5.4.1 Communities have organisational practice solution to the myriad of local history and as opportunities arise • What kind of accountability challenges and opportunities experience to draw from and reporting processes Aotearoa New Zealand has a community may be facing. would add value to this People in communities will one of the highest proportions Sustainable community-led initiative? always have experience and of community organisations development starts and knowledge of community capa- to people in the world! Many grows incrementally, at the • What do we want to learn bility, leadership and power. community or voluntary sector pace of the collective group from being involved in/ It may be through receiving organisations have a focus on or community. investing in this initiative or observing acts of kind- The local history wall created as part of the Mangakino community visioning improving the community or and what might be the best ness, celebrating local heroes, process 'Wow! E tu Mangakino! Lets Dream! local wellbeing in some way. Sometimes new funding ways to support this? remembering past communi- Examples include schools, sources can interrupt people saw the connection In õpõtiki too, historical ty-led action like building a sports and community community momentum by between what they were want- experience has served as a swimming pool, or being part organisations, social service cutting across or disregarding 5.4 Weaving ing, and how, historically, some catalyst for rallying new energy of special local events. Shared organisations, health service what already is happening in community-led of those things had existed. and focus. Middle-aged local memories are a key part of organisations, iwi, hapú and communities, to suit funder development For example, across the age people recall how, when they local social capital and can be Pasifika organisations. priorities. Yet CLD outcomes groups there were wishes for were younger, they chuckled into local powerful galvanisers for future By incorporating a CLD can be enhanced when new more community spirit and when their kaumãtua visioned approaches change. Therefore the simple philosophy and approach into funding is introduced, managed activities, especially involving Whakatõhea rebuilding a and building act of reflection, of telling and practice and actions, local and used in ways that add young people and rangatahi. marine economic base through retelling local stories, can groups and organisations to and build on existing on local On the History Wall there were aquaculture. Twenty plus assist and strengthen a shared can help to build and sustain community effort and goodwill. strengths community events like the years ago, few could imagine local sense of identity and be a broader community-led Good questions for funders to annual Trolley Derby listed. how 'farming the sea' would Part of growing the CLD catalyst for action. momentum too. ask are: Through conversation, why or could unfold. But over time, movement in Aotearoa is about Trolley Derbies were special people fully connected with • What’s already happening regenerating confidence within As an example, the Mangakino and how they were organ- their kaumãtua’s call from the For example, resident-led in this place that’s relevant communities that they can 'do community recently used ised was 'unpacked.' People 1970s and 80s.144 breakfast clubs and community to this kaupapa or funding things' both for themselves and a History Wall as a way of recalled that they loved the source? with the help of others. There prompting memories about events that involved a mix are a range of factors which their community. Local people • Are there already commu- of ages in organising and have negatively impacted were asked to think and talk nity supported visions or participating. They realised on a long Kiwi history of about their memories of strategies that this pútea that it was voluntary local competence in community Mangakino, and to write or can add value to? effort that enabled these mobilisation, organisation, and draw something that repre- events to happen, and 143 • How can this funding be self-help. Regenerating the sented that on the wall, in they made the link that the managed in a way that 'can do' community spirit is rough date order. This wall sat power to organise local partners with, or leverages, part of the ongoing building alongside a Dream Wall, where community-building and other effort or resource? work to be done. In doing this, people wrote their dreams and celebratory events was largely Malfroy Primary students enjoying breakfast at school - many of their it is extremely important that wishes for the area. Commonly in their own hands. family members also come along. (Photo: Rotorua Daily Post)

143 For example urbanisation, rural economic and lifestyle changes, and progressive public sector restructuring in the 1980s and 1990s devas- 144 tated many rural communities and impacted negatively on local 'can do' attitudes and attributes. For more on Opotiki's CLD journey see Appendix 6

12 13 gardens based at schools can into what local residents really process of negotiating how unemployment. These are sharing situation. This soon also part of solution weave together school facili- wanted for their place and how Barnardos can extract itself complex issues, and impossi- revealed some of the common planning, decision-making ties with gifts and donations the organisation might help. and support a new, locally-led ble to solve without input and situations that led to debt and action phases. from business, and parent and This led to the establishment entity to hold Great Start effort from multiple stakehold- compounding, with local neighbour volunteer effort. By of the Barnardos-owned 'Great through the next phase of ers, including those with 'lived women themselves empowered 5.5 Creating supporting and enabling such Start House' as a community its development. experience', their families and and inspired to support each collective initiatives, schools not only hub that intentionally fosters the wider community. other to implement their own thinking and have more attentive students community connections, lead- 5.4.3 Weaving CLD debt reduction strategies. (learners with full tummies!) ership and action. Having an approaches into In Kawerau, specific collab- ownership but a wider web of relation- established organisation like strategic initiatives orative funding is enabling Over time, participants in the When communities or ships and skills that can be Barnardos as an umbrella and a neighbourhood-based Good Cents programme joined Looking for common ground projects are focussed around leveraged. Similar things can investor to both nurture and approach to creating healthy with other organisations and around a particular focus or the renewal and birth phases of happen with businesses. encourage CLD learning and homes. The primary focus of agencies with an influence or target population is another the eco-cycle of collaboration action has been instrumen- the project is on improving potential influence on debt in way to build CLD momen- (see section 5.1), huge attention Where organisational leaders tal in Great Start Taita's CLD housing conditions through Porirua to help create solutions tum.146 Commonly, an is needed to invite and engage such as school principals or establishment journey. a street by street approach. which families alone were organisation may take on a key stakeholders. CLD depends social service managers under- The secondary focus is that of unable to solve. Importantly, contract or kaupapa around on collective thought and stand CLD, they will recognise, Four years on, Barnardos, the community-building within reframing the issue of debt a particular focus, such as understanding. What follows pay attention to, and encourage Great Start Taita team and the these neighbourhoods, based reduction in a strengths-based suicide prevention or youth are some tips to help grow locally-led initiatives as they local community are in the on an understanding that if CLD way has resulted in Good participation and collective emerge. They understand that people are more connected Cents reframing its vision and ownership of next steps: stepping back and asking with each other and develop journey to one of local wealth “How can we support and Aroha's story - from reluctant more of a collective sense of creation and enhancing finan- • If not already involved, invite tangata whenua share resources?” is an participant to course leader belonging, the potential for cial wellbeing. Good Cents appropriate way to nurture 'neighbourhoods of healthy programme participants are participation and and empower emergent local "Aroha was a very reluctant participant in the Good homes' will be accelerated. now also working with Work engagement in planning leadership and energy. It Cents programme. She didn't want to be there and was and Income NZ staff to share community conversations. also helps create and sustain only there so that 'others could fix' her problems for her A further example from Porirua strategies around how they • Be clear about the question momentum as time goes on. by helping her access more money. However, the Good focuses on crippling levels can more effectively support or questions you are inviting Cents team repeatedly refused to 'give her' the answers, of debt that seemed insur- clients facing serious debt people to discuss – and be believing that if change was going to happen, leadership In What We Are Learning mountable to many families issues. This process is not open to others changing first needed to come from Aroha. After 4 weeks of being 2010 we shared stories about in what were seemingly just empowering local women them as you go along. in the programme things really turned around and how Barnardos, as a national prosperous times. This led but also enabling broader 'twigged' for Aroha. She put in place her plan for how child-focused organisation, had Wesley Community Action to systems change. • When the intent is to things were 'going to change' not only with her financial supported and 'held' the devel- consider what they could do to develop collective issues, but with other aspects of her life that needed opment of a CLD approach in help. In 2008, the Good Cents The CLD bottom line is always understanding and shared attention too. Twelve months later, not only has Aroha's 145 aspirations and visions, a Taita. Rather than adopt personal wellbeing changed but so has her employment initiative was launched with to ensure that local people facilitative leadership style a traditional service plan- situation. She's now on staff at Wesley Community deliberate decisions made with' lived experience' of is helpful. Without this, ning and delivery approach, Action as a facilitator of the Good Cents programme." to engage local mothers who the issue or problem being Barnardos supported commu- were often managing family addressed are not just part of there is a risk that Good Cents Porirua, 2013 nity engagement and research debt in a group learning and the problem definitions but strongly opinionated

145 For more on Taita's story see Appendix 6 or download their case study from http://inspiringcommunities.org.nz/location/taita 146 See http://www.kaweraudc.govt.nz/Community%2FNeighbourhoodsofhealthyhomes.asp

14 15 likely to signal both real as a good way of encouraging capacity-building around about events as part of an possibilities and challenges a strengths-based approach systems, to support and economic development for future attention. and building momentum. The promote local event manage- strategy; and examples in 5.4.1 are a form ment. Local people wanted • Use reflective practice • building community capac- of asset mapping based on more activities and when from the outset! The ity and momentum through history. Physical and natural collectively they asset mapped What? So, what? Now what? leveraging their local assets. resources, the built environ- what was already happening, approach!147 (So, what have ment, facilities, community they recognised huge skill and we learned and come up stories, local organisations and talent was already present 5.7 Keeping with here? So, what does networks, family and whãnau locally, and that there were everyone that mean? What matters? experiences, the skills and multiple activities and events connected and What do we think are the abilities of individuals, are all that only parts of the commu- essential elements or bringing others assets that can be mapped, nity ever heard about. So locals Working through tough stuff issues? Now, what shall on the journey mobilised and joined up. put their energy into: we do next?) together and having fun As community-led focus • connecting up people with • Encourage potential 'points Once mapped, communities becomes clear, so the need may "Being firm about community people as leaders of event management skills of light', ideas and actions can look at the connections arise for additional expertise, what happens in Mataura has meant some steep and experience with others that people want to follow between the assets, and/ resources, or support. There learning at times, and has also challenged expected who wanted to learn; are a number of strategies ways of working and revealed embedded assumptions, up on as a result of conver- or where there are areas of for getting others excited and creating situations that have had to be worked through. sations. This energy has strength or weakness, and • supporting locally-led As experience and knowledge about community-led been unlocked, so don’t think about what might event initiatives through encouraging involvement. development has deepened, however, attitudes and stifle it or leave it to floun- happen next. When Inspiring communication, and creat- expectations have also changed and it is now expected der! Encourage thinking Communities met with ing community systems to Firstly, keep communication that community members will take strong leadership about how it potentially fits õpõtiki leaders in 2009 and share assets required for channels open and flowing roles alongside agencies and organisations. The notion with what has been said, and did some mapping around running events; among all parties that have that 'we are in it together', working with a 'sense of how any learnings or prog- their economic development joined in so far. This may be • improving local communi- laughter, fun and good times while doing tough stuff' ress will be shared aspirations, we noticed there through informal network- cations systems to promote resonates with those involved and has attracted other with others. was no ongoing mechanism ing, meetings or phone calls, locally run events and resilient and fun people.” for connecting up the various Facebook, Twitter, newsletters, activities; From Mataura Reflective Workshop, November 2012 5.6 stakeholders with interests in written updates — what works Collective the aquaculture and harbour • creating awareness in the best for each community development potentials. Over community of the economic and its stakeholders will be asset mapping different. Sometimes a range or knowledgeable leader- people to be engaged in time, we supported the devel- impacts and benefits of – a useful of communication formats and ship may overwhelm other thought and dialogue, and opment of a cross-sectoral events; approach Advisory Group which contin- styles will be best. The key voices, and turn away poten- minimises the risk of local • acknowledging locals who to building ues to meet monthly, and keep elements are: tial energy, thought personality tensions getting were huge community parties connected. and effort. in the way of participation. momentum contributors to making • having communication events happen; plans and processes in • Sometimes it’s useful to • Make and share a record Whatever the issue or focus Another great example from place that keep all ask an outsider to convene that reflects what people say communities choose, our õpõtiki was their approach to • encouraging more stakeholders informed; or facilitate early conversa- — their ideas and thoughts experience points to the value building community through sub-regional thoughts tions. This enables all local at these early stages are of collective asset mapping

147 Known as Driscoll's model of Reflection. See Practising Clinical Supervision: A reflective approach for health care professionals 2007:44

16 17 This is a different approach present to talk about their to a few leaders just getting interests and aspirations. B Understanding the potential on and leading. It’s about Following this, a facilitated journey ahead intentionally connecting and conversation about opportuni- growing ownership of the ties for working together can “When Mark Cabaj shared fitness landscape thinking with project, initiative or strategy help build connections. It can A C us at a joint õpõtiki-Tamarack-IPANZ event in Wellington in 2008, this was a time of great hope for õpõtiki. At last, through regular co-creation of also help to deepen under- after multiple unsuccessful attempts to attract interest common messages and open standing about each other’s from Wellington, a meeting with officials from a number communication. culture and motivations. of government agencies had been scheduled for later that day. Mark had already learned about the long history of the Collectively sharing õpõtiki marine transformation initiative, and accurately progress and learnings with 5.8 The fitness The Fitness Landscape anticipated a very long road ahead. new parties or stakeholders landscape you want to involve is also a times. Navigating over the 'hard to all communities, sectors Every CLD journey will way of encouraging participa- tall mountains' are part of any and organisations. We are “He introduced the 'fitness landscape' as a useful concept involve a mix of both tion, and distributing power transformation process. It also noticing that as people become for us to keep in mind. The metaphor he used was of a individual and collective and responsibility. This can reminds us that it is long term part of community-led change landscape rolling towards us, full of peaks and troughs of joy and sorrow, frustration be done by holding an event multiple inter-related projects, processes, they seek guidance different shapes and sizes, and many optional routes that and excitement, exhaustion, and bringing a range of poten- rather than one silver bullet, and support to implement new only become apparent progressively. He noted that complex anxiety, and persistent hope tially interested stakeholders which brings sustainable forms of practice, policy and issues like economic development are inherently adaptive – and determination. together. Get discussion going community change. Rather approaches. Many also seek and require constantly adapted responses. Mark pointed out One of the frameworks which by making a presentation than a sense of failure when 'space' to enable reflection how only part of the 'landscape' required to be negotiated provides assurance on the about progress, the current particular outcomes do not and discussion about CLD will be visible at any time. He emphasised the importance bumpiness of the journey of openness, and determination to recognise and plan for thinking, and who’s already result from carefully planned experiences and to have fun is the 'fitness landscape’.148 new and changing horizons. He warned of the tendency and involved. Invite stakeholders strategies, we need to look sharing together. Borrowed from biology, fitness temptation to look for quick, but not necessarily durable instead to how the learnings or adaptive landscapes use solutions, particularly when people are only prepared to look from those steps can help CLD practice or learning ISSUE No.72 Friday 30th November 2012 mathematical correlations to within what is already known. Mark stressed the potential for A fortnightly news brief to local stakeholders. inform thinking and strategy networks have sprung up “SUPPORTING NEIGHBOURHOOD LED ACTION IN MASSEY AND RANUI” predict the outcomes of possi- solution-finding around complex issues when collaborative [email protected] 021 243 9683 for the next action or where there is a shared desire Safe Ranui Graduates: Eight young people are about to finish the Ranui Community streets Garden’s pilot project ‘from garden to kitchen’. As part of the pilot course they ble scenarios. The concept is approaches are taken.” have recently undertaken the daunting task of providing different menus on four consecutive Thursdays, inviting the community to come and taste the results of mountain to come. to keep connecting, talking and Healthy their learnings. The three course meal featured below was a work of art and all homes useful for communities work- the participants thoroughly enjoyed the efforts of these young, potential cooks Barbara MacLennan and gardeners. Congratulations to our rangatahi for being part of this project thinking together. While in Good in and for Buffie, the garden coordinator, who created the framework for this the ‘hood ing around complex issues. initiative and inspired the young people to learn new skills. Inspiring Communities Strategic Broker õpõtiki together 5.9 Supporting some cases the emphasis is on Family There is no simple, correct fun learning, others have an action solution; no single person can and growing Life long Mapping our assets for future collaborative learning action was the intention of a recent hui in Ranui. or advocacy focus. For example, The results of the workshop will be integrated into see or predict the whole situa- CLD practice Local the Ranui Accord’s action plan and be a focal point for pride future meetings of the Ranui Community Network. following the Victory Village It’s up and looking good, thanks to a series of Saturdays of voluntary tion. Only part of the landscape • ensuring that people hear that everyone involved can labour. Our four dads combined their skills and patiently created their first and thinking in

Local assignment for the West Harbour Men’s Shed. It promises great things yet to economy Forum in 2011, an invitation come for the Men’s Shed Movement as well as the Manutewhau Project. Thanks and understand the same use; and guys. More information will follow on how to access the resource materials. is visible at any one time, and Local your community leaders went out to Nelson networks there are many peaks and information; Our • creating a way for everyone voices: involved in the Forum, to our vision Some say it looks like a roller-coaster The level and range of interest but it is just another stage in the troughs to negotiate. construction of the new pedestrian see who was interested in • having some key, involved to raise concerns He Mahi and cycle over-bridge linking Massey Back2BackTatou project keptEast and stakeholders West. Due to be completed in CLD is growing rapidly in in March 2013, and with a lot more jointly-crafted and shared or ideas, with the 'go to' intended community input! continuing the dialogue about up to date by producing a fortnightly Fitness landscape thinking Aotearoa. It is a practical way newsletter with local activities, the ideas shared and learned. strengths-based messages person clearly identified. of working that is accessible stories and events. offers some comfort in difficult

148 The term Fitness Landscape was coined by complexity scientist Stuart Kauffman. Getting to Maybe pages 202-5 includes a useful discussion on Fitness Landscape thinking.

18 19 Around twenty people came called to discuss starting These acknowledge the to an initial discussion, and the a learning network. Initial strengths and experience that group decided to meet monthly thoughts are that this may sit within communities and the over lunch and to keep things involve three elements: importance of taking an ako largely informal, i.e. a volun- (we are all teachers and learn- • networking and sharing teer facilitator and note taker ers) approach. information about what’s appointed at each session happening; for the next. While numbers attending have ebbed and • some formalised CLD flowed, this network continues training; and to meet and discuss topics, • peer support and sometimes drawing from mentoring, supported by learning resources such as some common disciplines What we are Learning 2010, around peer mentoring. and at other times, particular local experiences are explored Key elements of CLD practice and discussed. networks emerging across the country are an emphasis on Negotiating the fitness landscape – not always an easy ride! In the Eastern Bay of Plenty, peer learning, and sharing of a meeting has recently been stories and experiences. During 2008 the Department of Conservation (DOC) proposed a restructuring, with significant local job losses. õpõtiki would feel a heavy impact both socially, through the loss of active community members, students and families, and economically, through the loss of salaries and the turnover of goods and services which an Area Office brings to a tiny community. õpõtiki District Council and the community were appalled, and fought hard during 2008-2009 “There is important work to be done to maintain DOC staffing and operational areas within their community. From the local point of view, õpõtiki has a huge coastline, and over half of the land in the District is non-rateable DoC to effectively support and nurture estate or is Nga Whenua Rãhui land. (Nga Whenua Rãhui is a contestable fund aimed at facilitating the pioneering new leaders that are voluntary protection of indigenous biodiversity on Mãori land.)149 It seemed illogical to move DoC staff out of the area – only for them to travel back to work at much higher cost. appearing everywhere. It is possible to While relationships were somewhat fraught at a management level, dialogue continued, and strengthen and develop these leaders eventually a compromise decision was made, resulting in a much reduced number of local job losses. Around this time, the announcement of Nga Haerenga, the NZ Cycle Trail Network, in great number if we work from a created an opportunity for DoC, Council, local iwi and the community to work together closely, with a joint goal of attracting national resources and creating a new recreational and economic new unit of scale, that of communities development project. of practice rather than individuals. It Success through collaboration helped heal relationships, and when the Council started planning for a new i-Site, they initiated joint discussions that resulted in a co-location including both DoC is in these communities that learning and Nga Whenua Rãhui management. Looking back, it would have been impossible to predict the opportunities that would enable constructive, commonly focussed aspirations. By maintaining accelerates and healthy and robust communication, and together negotiating hurdles, relationships have been consolidated and new opportunities for working together embraced. practices develop quickly.” Barbara MacLennan Margaret Wheatley Inspiring Communities Supporting Pioneering Leaders 2002

149 For more see http://www.biodiversity.govt.nz/land/nzbs/pvtland/nwr.html

20 21 APPENDIX 6 Core Learning Cluster Community Initiative Profiles

RakiUra Building on what already happens visit from Peter Kenyon. A work- some resulted in frustration, will take practice, and each one nity back in 2007. The main industry on Rakiura, the group has created ing group formed to organise a disillusionment and exhaustion. informs the next in a very organic is a meat processing plant and this Stewart Island new spaces for shared dialogue, community visioning day, which Bringing in an external way. The day revealed support for has reduced its capacity during 2012, where people involved in commu- was held during Labour Weekend facilitator whose style and this in some unexpected quarters affecting about 200 local people. This initiative has been investigat- nity groups formally come together when many crib owners were also approach wasn't always under- — which offers new opportunities However, this new challenge is seen ing the potential of an overarching to share a little about their chosen visiting. The session was led by an stood by Rakiura residents to explore. as an opportunity to further build vision to guide and inform ongoing area. With kai and a cuppa on external facilitator and followed impacted on residents' on the town’s assets and strengths. community-led development offer, natural connections develop the school gala. About 40 people engagement in the visioning Key contributions of CLD approaches: activities on Stewart Island through conversation and, over participated, although a number of session. This highlights the Back in 2007, locals felt “angry that (Rakiura). The Island has one main • Working from a strengths base time, the intention is to work key people had commitments at the tension of having external the town was being taken for fools” township, Halfmoon Bay, with a and building on what is already towards a collective vision that same time and could not attend. facilitation enabling all local when agencies didn’t respond to the population of 400 people. In that there has meant new connec- various groups can contribute to in While there was much discussion people to participate, but also report, so “decided to come up with township there are currently 68 tions and alliances have been their own ways. and a number of goals identified, a means existing facilitation our own solutions.” Over time, the different trusts, groups, commit- made, which help to use existing collective community vision is still skillsets within the Island energy of anger and defensiveness tees, boards and organisations, all resources in different ways. The first of these collective conver- a 'work in progress’. Small groups community can't be 'tapped into' has been channelled into develop- of whom are already working hard sations happened in May 2011 are continuing to meet and 'word in the same way. ing local strengths and assets. in their chosen areas, making the • Using conversation as a key tool and was followed by another in smith' visions in a theme based has enabled relationships to be This focus was made more coherent Island a better place to live and • Clear links need to be made to September 2011. Both of these were way. Reflections from the visioning developed between people and by the mission statement from the achieving some astounding results. what has gone before, so people very successful at generating new process to date include: groups, and often across Mayor: ‘Encouraging healthy However, despite the Island's do not feel they are talking about connections and ideas, one of which boundaries. It has also lifestyles’, a visioning session by relatively small population, natural • Some processes worked well the same old things. was for a community expo, which highlighted the diversity of Bliss Browne and the emergence splits in local people’s social and — especially 'pre-vision' was held in November 2011. This • Eliciting information on ‘why’ interests and motivation across of the Mataura Taskforce. work circles means that, while information gathering, e.g. further deepened local connections, people want to undertake certain the Island's small population. everyone generally does know one engagement with local children, while also reaching out to those projects was overshadowed by a Since then, Mataura’s assets and another, many people don’t often and the ‘fairy godmother’ box • Joining up with others from newer to the Island. The expo focus on the 'what' they'd like to strengths have been mobilised and get to catch up with each other. in the shop where locals could outside the local community stimulated energy and interest in accomplish together. enhanced with the assistance of submit their three wishes maintaining connections, talking such as The Community Trust a Department of Internal Affairs Co-ordinated by a small group of for Rakiura. and working together as a whole • Finding ways within the vision- of Southland has enabled new Community Development Scheme locals, recent efforts have focused Island community. ing process for those who just thinking, ideas and support for grant. Together with the Mataura on consciously connecting people • Other aspects proved want to get on and 'do' to engage local efforts. Taskforce, this resource has helped rather than creating projects. challenging — such as the This interest and energy was with broader futures-thinking, increase both collaboration and workshop format, which for • Learning as we go is vital. This further inspired in 2012 by a in order to better understand coordination amongst local people way both what and how things what matters to everyone, how and various local organisations, are done is increasingly more any agreed actions contribute to such as the Community Board and useful, relevant and appropriate. @$30 goals, and what difference these Council. Working from a strengths 350+ 4 22 6 3080 /hr actions are intended to make. base towards locally defined aspirations and goals and across Overall, the visioning day is seen Mataura boundaries has seen a number as another step forward. While it Number of Number Number of Number of Number Dollar value Mataura is a small Southland town of activities develop that reflect did not yield a collective vision, it local people of other initiatives alliances of hours of these hours of approximately 1400 people. the ‘can do’ local attitude. These provided a wealth of information involved in initiatives contributed to formed leveraged Efforts to revitalise and improve have resulted in hugely successful and learnings that will help to initiatives seeded through CLD Mataura have been underway for efforts to grow and share local food, support the continued evolution several years following a concerning improve early childhood education of collaborative CLD on Rakiura. report on the health of the commu- opportunities, gain a social worker Hosting collective conversations

22 23 in the school, develop a safe social times while doing tough stuff” restoration work on the riverbank. tangible things. A wide range others may highlight aspects of work in the wider system of debt facility for young people, build the resonates with those involved and While these projects are evidence of skills and motivations can the wider issue, it tends to absolve in the community. This is enabling local economy and provide more has “attracted other resilient and of local achievements CLD can be incorporated without personal responsibility and owner- Good Cents to question not only ways to have fun together as fun people”. contribute to, they also represent attending numerous meetings, ship of the issue, and doesn’t often what contribution participants can a community. a strong, better connected local and one thing often leads to actually change the situation. So, in make to their situation, but also at Working in CLD ways has helped community that is helping to “make another, such as the Meals on 2007, Good Cents set out to tackle a wider level, what contribution all The plethora of relationships make Mataura a better place, Mataura better”, and which working Wheels associated with the high interest indebtedness from members of the community can required to make things happen, primarily through linking local in CLD ways has helped to bring to community garden. a community-led development make — whether they are lenders such as achieving a social worker people with ideas and energy to the fore. perspective, driven by the stories or banks or politicians or in the local primary school, means existing organisations, local facil- Good Cents, of indebted people themselves school teachers. that Mataura’s aspirations and ities and other people, to develop Key contributions of CLD approaches: Porirua and working to engage the wider needs are kept at the forefront of shared goals. These connections community and business interests. As part of this, Good Cents is aware • Having residents at the centre conversation and are not forgotten are seen as outcomes in and of that increasing the number of local of locally driven aspirations and Good Cents arose out of a when resources become available. themselves, as many did not exist As an 'entry point' into the complex people making significant personal activities has changed the way community-led learning inquiry Coupled with local perseverance previously and they are now being systems that create indebtedness, changes does not necessarily lead organisations work, to include that aimed to find out why, even and creative short term efforts, drawn upon to meet new needs the Good Cents team have created to community transformation residents at decision-making in ‘good times’, some people still Mataura residents demonstrate that in the community, including the the Good Cents Course. The course and, in fact, personal changes are levels, and residents have also needed to access food banks to they can work out 'what can we do', opportunities created by significant is embedded in a philosophy that very difficult to sustain without learnt to value their contribu- survive. Debt, it turned out, was the not just ‘what they won’t give to us’. changes in the workforce. encourages people to look at their environmental changes too. As one tions to both a particular project common denominator. own contribution to their finan- step to move towards community and the wider culture. Being firm about local people as Working in CLD ways has also Early on in the initiative’s devel- cial situation and works to enable transformation, Good Cents hosted leaders of what happens in Mataura directly contributed to the success • The size of Mataura offers an opment, it became clear that course participants to identify the 45 people from diverse groups has meant ‘some steep learning of the local community garden, ideal scale in which to see people tended to favour a range of positive actions they can take to together to generate conversation at times' and has also challenged school garden and local Meals on the ‘me in the we’. People can proposed solutions to the problem reduce or eliminate their depen- about "Beyond the Cycles of Debt: expected ways of working, and Wheels service; the increase in see their individual contribu- of debt. Some said financial literacy dency on debt and grow their What would it look like?" in Porirua. revealed embedded assumptions early childhood education activities tion to an achievement that needed to be improved or school investment in their future. which created situations “that available; the advent of The Bunker could only have come about banking reintroduced, some said Supported by Porirua City Council, have had to be worked through”. (a youth focused facility); new by working with others. Local that minimum wages needed to be The course has evolved over the the Todd Foundation and Inspiring As experience and knowledge about local businesses such as the SPCA people can also see that these increased, while others said that years and is now connected to Communities, this gathering community-led development has shop and community market; and achievements are always more churches played a key role in caus- WINZ in a mutually beneficial way, brought the whole system into deepened, however, attitudes and the community Gala and Swede than the sum of the parts, due ing hardship or that 'loan sharks' running 8 times each year. New the room together. High paid expectations have also changed and Festival. Indirectly, CLD approaches to the breadth of skills included needed to be regulated and interest facilitators are being trained, one executives, bankers and govern- it is now assumed that community have enhanced local arts devel- and the synergy that working rates capped. Yet, while none of of whom was a participant on the ment people rubbed shoulders and members will take strong leader- opments, historic walks, new road together generates. these solutions are entirely wrong, course in early 2012. Good Cents shared ideas with beneficiaries, ship roles alongside agencies and safety projects and a revitalisation they were at best only part of the has come to use the course as a local cultural leaders and some • Using projects as a key tool organisations. The notion that “we of kapa haka as well as involving picture. Good Cents staff observed key learning incubator for under- of the local lenders. These were has enabled connections to be are in it together” working with a school children in environmental that while pointing the finger at standing the rules and forces at people who were scared of one “sense of laughter, fun and good made as people do practical and @$25 @$25 200 30 50 150 1000s /hr 200 10 30 40 100s /hr

Number of local Number Number of Number of Number of Dollar value Number of local Number Number of Number of Number of Dollar value people involved of other initiatives alliances hours leveraged of these hours people involved of other initiatives alliances hours leveraged of these hours in initiatives initiatives contributed to formed through CLD in initiatives initiatives contributed to formed through CLD seeded seeded

24 25 another at the outset but as they • Using stories as a key mech- a park for kids and adults to use, live in Taita are more involved too. organisations working in Taita. The opportunity, and it draws out the considered ‘What is it that we could anism has helped to make a and phone boxes and bus stops that They are developing their skills to possibility of organic change is best of everyone. create together for our future that sensitive topic more accessible were useable, and their real interest provide what is needed in Taita, nurtured by letting people get on we can’t create alone?’ by listening to all members of the commu- lay in building a stronger commu- doing things that previously would with what they are here to do/be, by • It leads to a confidence in to the wide range of experiences in nity, and created possibility for nity themselves rather than having have been professionalised, like encouraging and enabling people to Great Start by those who come the room, they realised they shared a new depth of conversation others come in and do it ‘for’ them undertaking research, develop- find and follow their own initiatives through the door (including a lot of common ground. Out of it and understanding around — or ‘to’ them. ing new activities and running (offering a training opportunity workers) as a sense of being and all was born a core leadership group the issues. them too. There are more events for instance), by bringing unusual adding value grows: Great Start dedicated to working out ways to A similar message came from and gatherings and more groups groups together (eg. the younger is part of me (individual, service • Working together has fostered move forward together, focusing conversations with other organ- connecting through Great Start, as and older or different ethnici- provider, group, community) and many new relationships and alli- on commonalities and the goal of isations that worked in the area. well as a wider audience (including ties) and to give back by working I am part of it. Neither (Great ances, from bringing members of being beyond cycles of debt. Other service providers did not Council) hearing what these people together and alongside one another. Start or the specific individual/ diverse (and competing) sectors want to compete with each other are saying (including the children) group/service provider) actually together to seeing graduates Since then Good Cents has run or with Barnardos. Instead people and acting on advice and informa- In the words of a Great Start needs the other to exist but both informing WINZ staff. New roles forums with local lenders, explored talked about a strong desire to work tion from these people. All of these community member, “there is no are better off for the opportunity have been forged and different opportunities with Pacific Church together, to support each other and are reminders that “this place is our need to explain yourself, to commit and structure that encourages types of expertise recognised leaders including recently complet- to find different ways of working place, is your place.” to any programme or plan, to have and enables them to work and included. ing a stocktake of all the ways that with the people of the Taita a file. Here you are not judged, you together, building on what they already have. churches in Porirua are involved in • Working towards systems community, not just delivering Along with these tangible differ- are welcomed. Everyone has gifts positively contributing to financial change also means holding a services to ‘clients’ who live there. ences, it is the way Great Start to offer and recognition of this • Everyone has gifts, and equally wellbeing of the community. In 2011 space for others to make the works that is most valued. By creates a feeling in people where important is the role of opening Good Cents launched a Framework changes they can make. In a So Great Start is about being of helping return a sense of power to their heart swells so much that they pathways to reveal these gifts for Change — Together Growing context where most people have service, rather than providing the local area, and to individuals can no longer keep it entirely inside and how they might be offered. Financial Wellbeing for Porirua learnt to play specific roles, services. Great Start provides space and groups within that area, includ- themselves anymore.” CLD helps Great Start to awhi to Flourish. In 2012 the Good Cents such as victim, professional, for getting to know each other, for ing staff and volunteers, Great Start the creation of such pathways, team were involved in a first ever client, or businessman, creating children and adults playing, getting enables a “re-member-ing” of the Key contributions of CLD approaches: by offering with a light touch Parliamentary Learning Forum on space for people to step into involved, sharing ideas, health and local community by local people. • Moving from providing services space in the house and connec- Community-led Development, different ‘roles’ is a very signif- wellbeing and finding what local based on data to being of service, tions with others in ways that sharing some of the stories of icant step in creating hope and people need. It’s about helping each While one thing leads to another based on conversations. are celebratory, creative and fun. change and hope. transformation. other, fun and laughter, learning at Great Start and these connec- and finding out what is happening tions are unpredictable, they are • People have a renewed confi- • CLD encourages giving things Key contributions of CLD approaches: Great Start, in Taita. Everyone is welcome and also intentional in their movement dence in themselves and what a go, and with trial will come everything is free or very low cost. towards enabling and ‘awhi-ing’ error. And with error will come • A community-led inquiry they can offer because they see Taita local people to get what they need adaptation, and adaptation revealed both the key issues and themselves as part of a collec- And now, in 2013, there is a usable and to give what they can, while breeds resilience, especially challenges involved, as well as Great Start emerged from knock- tive journey where “we are all park for families and children, a also fostering more supportive when it builds on what is pathways to change. ing on 1200 doors in 2008. When teachers and learners together.” community garden and tool library, and empowering systems amongst already here, and when it is Barnardos was considering what to Difference is a strength and an • The course has evolved over a friendship group, a community do with an old house they owned, time as a result of feedback and café and a time bank. Whãnau they decided a community-led input from community members support is on hand to all and process would be the best way of and course participants. young families enjoy access to the @$25 finding out what residents wanted. SPACE programme, play and music 2000+ 100+ 70+ 40 1000s Talking with people in their places, /hr • Course facilitators deliberately sessions, parenting support and on doorsteps and around kitchen ‘hold the space’ for personal a free community toy library as tables revealed that people in Taita action. They are there to work well. Little Star’s Baby Packs — a Number of local Number Number of Number of Number of Dollar value didn’t want any more services. with participants to enable the scheme devised by a local mum, people involved of other initiatives alliances hours leveraged of these hours They wanted to make connections changes they can make, not to invites neighbours to come and get in initiatives initiatives contributed to formed through CLD with each other and to be helped provide these changes. a welcome pack to give to another seeded to connect with the services that family in celebration of a new baby already existed. They also wanted in their community. People who

26 27 undertaken and learnt from several very serious crimes over the between Council and the local ‘good enough’ means the ‘solu- organisation. The increased recog- • There is a flexible approach to together. Greater community decades led to a repeated response kindergarten, convened a Youth tions’ are part of the community. nition of Waitara Alive, and that the achieving goals — overarching resilience is demonstrated by by government chequebook. ‘Driving for Change’ Roadshow Such actions also work with the information provided by the project goals are held tightly but how donations of food, goods and Communities were involved but that has seen 24 unlicensed drivers capacity and capabilities available is sourced from local people, means they are achieved changes in time as well as the willingness the same people found themselves become licensed, and coordinated to the Waitara community, and in local people increasingly feel that response to the local context. and desire to operate out of the considering similar situations over the community group behind that way stand a good chance what they think matters may CLD encourages such flexibility Great Start house. and again. By 2008, it was time to do the Clifton Park multi-sports of being relevant, useful and actually make a difference. and this allows the Community things differently. redevelopment project. Waitara sustainable within Waitara. Development Advisor to seed, • CLD is part of the way Great Alive has also provided a funding Key contributions of CLD approaches: guide and ‘hold’ ideas generated Start operates outside the This time the community was asked conduit, guidance and support for As well as a projects focus, key locally so they can link with expected norms and how it • Initial goals were derived from for solutions and responded by other initiatives including the achievements have been in the others, flourish and self-seed constantly creates new norms community meetings and have making decisions, setting goals and ‘Take a kid fishing’ event, and ways people have worked together. more ideas and initiatives! ‘that fit’. The challenge is to been revised in conjunction with establishing a steering group for the development of a creative theatre Often this has come about because know how to both sustain what community desires. • There is a new vibrancy in town Waitara Community Development and arts space in Waitara. there has been a projects focus, as works and to nurture what isn’t — the Creative Theatre and Arts Project (later Waitara Alive). Waitara people don’t always want to make • Rather than focusing on yet known, while resisting the Trust is creating an arts scene knows it can not make fundamental As an example of how the Waitara a commitment (or even see a deficits, Waitara Alive promotes desire of others to categorise, in Waitara, sports teams are changes on its own but this time Alive works, the creative theatre and significant connection) to longer strengths and assets. This has contain and even distil the working together on and off the what Waitara wants is what matters arts space evolved out of a previous term goals. Working together is helped develop more of a ‘can do’ essence of what Great Start field for a multi-sports approach and government agencies and art gallery initiative to become a increasingly understood as being attitude amongst local people and is. The next phase for Great and facility redevelopment, others are invited to be part of that, new Trust that put on two shows a way of accessing and validating seen a redirection of local energies Start may be a phase of businesses are working together rather than inviting Waitara to be within six months of establishment different people, positions and and resources to local initiatives. humble assertiveness. for joint promotions and events part of what others think is best. — the Waitara Wearable Arts Show perspectives, and key to this which increase the positivity of and a play about the Rugby World has been the resource of the • Using a project focus has helped the town and Waitara is increas- Taking an assets-based approach, Cup ‘Ruggernology’. This evolution community development advisor. mobilise specific skills for Waitara Alive, ingly known for what it is Waitara Alive achieved funding from gallery to theatre and arts particular events and projects. good at, rather than what its Waitara from Department of Internal space was guided and supported This role has been a key driver of This time-limited commitment issues are. Affairs as part of the Community by Waitara Alive who helped to initiatives and is often very much has served to demonstrate the The Waitara story is one that comes Development Scheme for three identify leaders who could become involved in the doing. As such it usefulness of working together from a hard place. The town is years to 2011 and has gone on to trustees, provided advice and is more than a catalysing resource towards local goals, brings diverse õpõtiki on the site of significant battles sustain its activities with a mix of support for funding avenues and — it is a developing and delivering (and sometimes divergent) groups during the New Zealand wars and For the purposes of this report, local and national funding from a sponsored some of the Trust’s resource that mobilises others. together and tends to prime the subject of much grievance. the focus is on the twin aquacul- variety of sources. Amongst other local initiatives. Local people feel strongly that the people for participation in other Home to around 6700 people, the ture and harbour projects led by things, the project has redirected element of paid coordination, with CLD things. deprivation index of the area is nine Whakatõhea and õpõtiki District a travelling car show as part of its Many of these things were not the ‘right’ mix of skills, is essential (very high social needs), the town • New leaders are emerging as Council respectively; the Motu economic development strategy, in a pre-prepared business plan, because it provides expertise and has decile one or two schools and new initiatives develop, and Trails cycleway project, involv- adapted street barbeque ideas, although they still delivered on time to facilitate and coordinate long term unemployment (three these people and the ‘same ing õpõtiki District Council, developed a shop theft network, the purpose of the project. Being local efforts. As well, coordination generations). On top of that, several old’ volunteers are learning Whakatõhea Mãori Trust Board, fostered a street redesign responsive, creative, flexible and helps to grow the profile of the local factories had closed down and from one another. Department of Conservation

@$20 @$25 6000 15 8 36 2224 /hr 8000 150+ 50+ 100+ 1000s /hr

Number of local Number Number of Number of Number of Dollar value Number of local Number Number of Number of Number of Dollar value people involved of other initiatives alliances hours leveraged of these hours people involved of other initiatives alliances hours leveraged of these hours in initiatives initiatives contributed to formed through CLD in initiatives initiatives contributed to formed through CLD seeded seeded

28 29 locally along with the Motu Trails in their strategic planning. Within development of the community; credibility as 'a hub', because that while helping to build local more about their wider community Charitable Trust and the Gisborne the Whakatõhea Mãori Trust Board communication is so important. the organisation successfully capability and capacity to lead than they would otherwise. District Council; the Whakatõhea alone, the survey helped inform connected people to others and local changes. Mãori Trust Board Led Community comprehensive strategies around helped to get things done. This Key contributions of CLD approaches: Development Project; the õpõtiki economic, environmental, cultural, Ka Mau Te Wero, way of working resulted in tangible Currently, a key area of work is • KMTW uses a whole-of-commu- Murals Project; and the evolving educational and social develop- recent outputs such as the Music community-led research. The Glen Innes nity development approach that youth development focussed ment, as well as the focussing of and Arts Growing Innovation and research projects are 'done through seeks to foster and support a relationships and initiatives. business units to deliver on these. Ka Mau Te Wero (KMTW) began in Creativity Plus (MAGIC+) project a community lens', by community community-owned and driven Comments concentrate on the Funding and research relationships Glen Innes (GI) in 2001 as a commu- and the 2011/12 Tãmaki Community volunteers and 'for community agenda that will keep the 2010-2012 timeframe. and partnerships have resulted, nity development project, with Action Research (CAR) project. use'. While this is an example of people ‘in the driver’s seat’. along with new arrangements and initial funding from the Stronger KMTW’s movement away from Increasingly, KMTW enables The twin projects are absolutely partnering with various agencies Communities Action Fund (SCAF), Although the project has changed community-led action, it is seen as local people to work collectively enormous in scale and longevity, for delivery. This work also now administered by Child, Youth and over the years, these principles another way of influencing 'what to achieve locally-defined aspi- and require multiple relationships informs the practice and priorities Family Services. This funding of working remain the same. happens around here, and how rations, with KMTW’s role being at local, sub-regional, regional, of some government funders. followed a successful nomination When the original SCAF project it happens'. to assist and awhi, rather than national and international levels. by the then Auckland City Council funding was terminated in 2006, organise or do. These relationships span a wide The Murals projects produced 30 for GI to be one of seven pilot sites. for example, KMTW became a This distinction is critical; through- range of fields, including scientific works in 2011 alone and restored legally-incorporated charitable out its evolution ‘what’ KMTW • Building on the strengths of the research; economic, cultural, politi- two other significant public art Ka Mau Te Wero means ‘Rise to the trust, which allowed activities to be has done has always been bound local community, KMTW adds cal and social arenas; philanthropic works. Since then, the Whakaatu Challenge’ in te reo Mãori. It was more inclusive of the neighbour- up in ‘how’ it has worked as an to these by providing specific and investment resourcing; and Whanaunga-supported Youth a term gifted by local kaumãtua ing communities of Point England organisation. Both tangible projects opportunities to up-skill and communications and commer- Council has been helping run youth (Mãori elders) to remind people in and northern parts of Panmure, by and outputs in the community provide leadership. cial interests. Each relationship forums and activities for other GI, Auckland Council and central request from community leaders and the less tangible information also creates the possibility for young people. These have been government of the urgent need to from those areas. Originally KMTW produced through research are • Growing local relationships other initiatives. For example, an enabled by partnering arrangements generate strategies and actions that was established to support local generated from an ‘all of commu- within and beyond GI, Pt. international relationship forged with the Council and the Ministry will improve the life quality of the initiatives achieve local innovative nity, strengths- and assets-based England and Panmure, as well with a Chinese company led to of Youth Development. people living in the GI communi- solutions through various kinds perspective’ and ‘always with the as across organisations and initiatives benefitting the wine ties (Glen Innes East, Glen Innes of support, including by distrib- community and in conjunction with sectors, fosters a sense of work- industry in another region, while Key contributions of CLD approaches: West and Pt. England). uting some funding locally. These agencies’. Working inclusively with ing with one another. It helps to the Motu Trails Cycleway Project days KMTW does not provide any community members to produce create shared goals and allows • Encouraging and supporting led to the establishment of new KMTW prefers a positive approach funding but often umbrellas other information that is consumed people and organisations to more focus on ‘the big picture’ local enterprises, and the upscaling that focuses on the strengths, groups to achieve funding for their largely by those outside of the work to their strengths, to share and how many contributions of local accommodation busi- assets and aspirations of the own local initiatives. KMTW also community gives local voices an leadership and to recognise and add to that; nesses. Similarly, the multi-year community. To do that, it seeks conducts social research that helps audience they may otherwise never develop opportunities that they could not do in isolation. Memorandum of Understanding • Providing models and to build on what has gone before to identify local needs and innova- reach, as well as building research developed between Bay Trust and and be both action-focused and tion, as well as advocating for local capabilities amongst local people frameworks to support more • Being both action-focused õpõtiki District Council in 2010 strategic, as well as respectful and hopes and dreams. They achieve and helping local people to know working together around and strategic enables local has helped facilitate a relationship local aspirations; inclusive of the diverse communi- between Bay Trust and Whakatõhea ties. KMTW fosters a Treaty-based Mãori Trust Board, and this is • Demanding thought, and the approach that honours the special @$30 fostering the possibility of new joint development of solutions place of Mãori in the wider types of relationships and invest- that actively balance social AND community, especially the role of 600 20 30 200 100s /hr ment to support local dreams. economic factors, and which are Ruapotaka Marae, seen by many mindful of the precious local locals as the heart and gateway The Community Development environment; and into the GI community in which Number of local Number Number of Number of Number of Dollar value Project revived youth and the KMTW office is situated. people involved of other initiatives alliances hours leveraged of these hours • Keeping connected and community worker networks, and in initiatives initiatives contributed to formed through CLD informed, especially locally, but undertook a significant wellbe- Being project-focused in the early seeded also with regional and national ing survey which has informed days is seen to have been critical networks and stakeholders Whakatõhea and other agencies to the development of KMTW’s that have an interest in the

30 31 voices to be heard in different residential development on the the Massey area. The doing that have changed. One of these has and local connections and value Through encouraging and support- forums. This has the potential urban city limit. involves Massey Matters directly is been the emergence of strategic emerged from working alongside ing residents and key agencies to of not only improving life in GI about grassroots engagement direction in order to ensure staff one another on visible work together, the project aimed through more effective commu- Quickly coined Massey Matters, — facilitation and linking, are not over-stretched, and so that local projects. to create safer neighbourhoods nity-informed service delivery, things got started not by creating a administration and organisation. the contribution of Massey Matters characterised by healthy housing, • Adding value by being 'oil in asset development and commu- new organisation or building, but by These things happen through the to locally relevant outcomes is active and vibrant streets, oppor- the machine' allows community nity engagement, but also launching an umbrella brand that newsletter, community forums and both useful and effective. Balancing tunities for skill development and voices to be heard in places enables a wider range of local catalysed and convened a diverse events, and help to ensure both that adherence to strategic direction local employment, healthy and they might not otherwise be. It voices to be included. range of innovative and collabora- Massey Matters has a mandate from with organic responsiveness to affordable food choices, people who also reveals the strengths and tive actions. Projects such as the the various communities in Massey community energies and ideas are connected to and care for • KMTW adds value by fostering substance of the community to Tãtou West Harbour Neighbourhood and that energies are focused on is difficult. However, and some- the natural environment, and local people to take local infor- organisations and groups who project, Te Raa Mokopuna, Massey priorities generated by the commu- what counter-intuitively, it is the neighbours who feel happy, healthy, mation and aspirations further may not otherwise know. Marvels, Westgate Pedestrian nity. This mandate is reciprocal demands on limited staff time that proud and connected to the place in practical ways, by connecting Bridge, Our Amazing Place Treasure — the trust the community has in have helped to foster 'a culture of • Working in a CLD way allows for where they live. people with organisations that Hunt, Massey Matters newsletter Massey Matters helps give those collaboration and partnership' a variety of organic approaches: can assist them, and by umbrel- and Community Projects Fund who work through Massey Matters in Massey where events and sometimes initiatives need The project also aimed to la-ing funding applications and represent the things local people a mandate to do things in their own projects are increasingly expected driving, while at other times they strengthen community governance supporting local leadership. are passionate about and had strong community, especially when locals to be collaborative. This not only need gentle revealing, nurturing and foster learning to support • KMTW uses the “Who DARES support for. feel that it might not be their place brings together local resources and awhi-ing; sometimes a resilient neighbourhood-led wins” standard to evaluate to do so. Massey Matters provides and energies across silos towards strategic approach is called for, development, with an intention the extent to which the local Without huge initial visioning and an easily accessible space through shared goals, but also highlights then at other times flexibility is to share key lessons beyond community has been empow- strategic planning, these conscious which interested residents can the wealth already within the most important. Massey and Ranui. ered in its activities and early decisions not to dwell on connect with one another as well as community, and aids the leverage projects. They envision that it governance and structure enabled with others who can ‘point them in of further investment from The project has unfolded in a will always be the people in the the project to evolve in an organic the right direction’. organisations and individuals in Back2Back, multitude of ways since then and community of place who decide and collaborative way in response community initiatives. It helps Massey-Ranui B2B has been broker, supporter, on the project goals, act to to community and organisational Altogether, the achievements and Massey Matters staff to focus their initiator and ally. Always working in deliver on project goals, reap the energy and opportunity. It has also possibilities of working in this energies where energies from the The Back2Back (B2B) project collaboration with others, relation- rewards of the project, evaluate created the flexibility to engage way have been a huge draw card! community are also oriented. emerged out of a joint funding ships between residents, local and the success of the project, and individuals as well as organisations, Most people involved were initially proposal to the Department of citywide organisations, government sustain the efforts and and to more effectively accommo- attracted because of the enthu- Key contributions of CLD approaches: Internal Affairs in 2008 to grow agencies and with Council and the outcomes on the ground. date reflection and differences of siasm of those already involved. street-level engagement and Local Community Board (later Local • Emerged from community opinion, which, in turn, contributes How people work together is as neighbourhood-led development in Board) have blossomed. For exam- aspirations, and started off by to the growth of the project and attractive as what is being worked Ranui and Massey, suburbs on the ple, as residents have got to know working together with others. Massey Matters of Massey as a community. Being together on. Time limited commit- western edge of Auckland (popula- their neighbours, and become more project focused also meant that ments, such as contributing to aware of how they can take action, Massey Matters began with a • A projects focus allowed tion 43,000). Massey Matters was visible in the events, have allowed people to work they have worked together on Community Forum in 2006 when energies to be focused on doing, community from the start. to their own capacity and still feel fifty community leaders were their contribution is valued and interviewed to identify Massey’s While action focused, Massey useful, and these experiences often strengths and assets and local aspi- @$25 Matters doesn’t actually do much led to further involvement over time rations for the future. The result of the ‘doing’. Massey Matters is as energies allow. Being actively 1000 20 100 200 1000s was Waitakere City Council (later /hr not an entity as such, it is ‘a brand part of something, especially when Auckland Council) agreeing to fund for doing things together’. Massey that something came from the the establishment of a ten-year Matters works in the spaces in community, has been key to recog- Number of local Number Number of Number of Number of Dollar value project to improve quality of life in between — it is a vehicle for nising the value and usefulness of people involved of other initiatives alliances hours leveraged of these hours Massey. Massey is a large suburb discussion, connection, alliance the Massey Matters concept. in initiatives initiatives contributed to formed through CLD on the western edge of Auckland. and coordination for an evolving seeded Home to 25,000 people, it is divided collective of interested parties Some things have changed over by the northwestern motorway and who are, or want to be, active in time, as both energies and staff adjacent to major commercial and

32 33 collective issues of concern have also been made with regard Key contributions of CLD approaches: APPENDIX 7 and interest. This has led to the to key locations to work in. These • Help develop the funding appli- development of resources and the were predominately streets and Reflective Learning Methodologies cation that has underpinned the increased acknowledgement and neighbourhoods where there was development of the project. strengthening of local leadership at already energy and/or where there A key part of understanding the contribution CLD can make is through the street and neighbourhood level. was a locally identified issue, such • Recognise that residents the documentation of the journeys local initiatives have taken. In turn, this growing neighbour- as the locations of high crime themselves, when they work The CLC learning process has supported the use of five main tools to do this: hood-led development momentum rates that had been highlighted together with others, have the generated increasing interest through the work of Neighbourhood expertise to make their own and buy-in with a wide range of Support. This approach also meant neighbourhoods and streets 1. Check in calls or visits 3. Learning Forums 5. Development of stakeholders. For example, when that the street and neighbour- safer, healthier and more fun. case studies B2B supported 60 residents to take hood work often joined up with These regular group or individual Gatherings of 30-40 individuals action over vandalism and graffiti to work being undertaken by the • Attract the attention and telephone calls or visits with an from all of the CLC communities Case studies have been developed the playground in their local park, Ranui Action Project, Sustainable resources of others experienced CLD worker from (3-4 individuals from each location) in five of the CLC initiatives (Great Neighbourhood Support helped Ranui, Tãtou West Harbour, — both other residents and outside the local area explored as well as the broader Inspiring Start, Taita; Waitara Alive; Massey 190 local people develop a petition to Neighbourhood Support, Massey organisations — because they highlights and challenges, lead- Communities team happened twice Matters; Back2Back and Tãmaki). Council for an alcohol ban and B2B Matters and Project Twin Streams. see how a mobilised community ership and learning. These calls during the 2010-2012 period. The These each take a different successfully supported this through This meant B2B could both benefit is critical to achieving desired help to cultivate learning practice focus of these gatherings was to approach and format, to collate the Council processes. Residents then from the ground work already being locally-generated outcomes, as in relative proximity to events and nurture connections across the journeys undertaken, achievements went on to plan further actions done, as well as add value to other well as how much more effective activities, and work especially well group and to undertake intensive and what these mean. to develop their neighbourhood local efforts. and relevant efforts can be. when done as a group because sharing and learning about how including a community garden and then the learning is collective. This CLD is working in the various • Start small and together with this and other ongoing initiatives Breaking down tasks into clear encourages a sharing of the smaller communities. others, in places where people have since involved Neighbourhood roles helps to bring residents on aspects of working together and already are and in ways that Support, Safe Waitakere (now board as this way there are specific can build an appreciation of the 4. Reflective practice build on local strengths known as Community Safety West), things they can do. Each aspect is finer points of individual skills workshops and assets. Sport Waitakere, Tag Out Trust, often in itself relatively small and and approaches as well as how 187 These workshops were convened Keep Waitakere Beautiful and self-contained and so achievable; • Help provide guiding principles these combine. as a way of completing the the Police. yet to create the event, working and intent to what can be very commitment to learn together together is a must. With a resource organic-with-intent practices. 2. Learning stories: as a community of practice. Over To leverage its resources, B2B in B2B these small things are 188 Learning stories are a form of two-three hours, they reflected as has piggybacked on other larger catalysed from conversation into narrative research and have been a group on what the initiatives and initiatives, such as Neighbours Day action, then held together and used to explore the ways people communities had achieved and how Aotearoa, to catalyse local inter- synergised. In this way relatively interpret and make sense of their that has happened over the past few est and action, and to focus local small individual effort becomes experiences. In conjunction with years (2010-2012). Each workshop promotion, engagement and events something much larger than the the CLC communities, Inspiring explored what community-led around. Very conscious decisions separate aspects alone. Communities developed an adap- development means in their place; tation of internationally recognised reviewed successes, achievements methodology developed by and deviations plus what contrib- 189 @$25 Professor Margaret Carr (2001) uted to these (both strengths and 3000 220+ 120 25 8000 from Waikato University to generate challenges); and discussed ways /hr stories that link intention to both to progress current aspirations learning and outcomes, as seen and goals. Number of local Number Number of Number of Number of Dollar value from the perspective of the people involved of other initiatives alliances hours leveraged of these hours communities involved. in initiatives initiatives contributed to formed through CLD seeded 187 See http://inspiringcommunities.org.nz/learning-tools 188 See http://inspiringcommunities.org.nz/community-led-development-projects-initiatives/core-learning-cluster 189 Carr, Margaret, 2001. An Assessment in Early Childhood Settings: Learning Stories. 190 See http://inspiringcommunities.org.nz/community-led-development-projects-initiatives/core-learning-cluster

34 35 APPENDIX 8 “The journey is as important as the destination. Useful tools for noticing We need to give them equal weight.” the difference CLD makes Michael Quinn Patton

hroughout this process of learn- Appreciative Inquiry: 1. DISCOVER/INQUIRE Programme Logic Models: nents need to be known in order ing together, the CLC has also to be placed into the model. They T A framework that helps with been guided by the ‘12 emerging An intentionally strengths-based The identification of organisational can, however, be developed at later the planning, implementation, principles of capturing and making approach that focuses on processes that work well. stages too and are often revisited evaluation and communication sense of outcomes’ developed by identifying and building on what and adapted as new information of programmes by linking key Mark Cabaj of Tamarack. an organisation or community 2. DREAM/IMAGINE comes to light or to guide particular components together in a causal does well rather than on eliminat- stages, such as evaluation. Using manner to more clearly identify Each initiative has also used ing what it does badly. By asking The envisioning of processes that a logic model makes it relatively inputs, activities, outcomes and various other tools and frame- questions and envisioning the would work well in the future. simple to notice if, for example, impact. Logic Models usually start works to both gauge progress and future, the positive experiences, outcomes are out of sync with with a programme, or are initially assist development. Those that relationships and other assets, 3. DESIGN/INNOVATE inputs and activities, and to adjust developed at the design stage of a have proven most useful in help- including the difference that is approaches or goals as appropriate. programme because the key compo- ing to notice the difference CLD being made, are highlighted. Planning and prioritising processes approaches are making include: This reveals potential that can that would work well. then be used to foster motivation for improvement through a cycle 4. DELIVER/IMPLEMENT of four processes: Navigating the change, including Program Action - Logic Model noticing the difference being made. 12 Emerging Principles of Capturing and Appreciative Inquiry is perhaps Inputs Outputs Outputs - Impact most useful in assessing change Making Sense of Outcomes Activities Participation Short term Medium Term Long Term when used as part of participa- tory and collaborative evaluation WHAT THE WHAT THE WHAT THE approaches focused on innovation WHAT WE WHAT WHO 1. Be as clear as you can (but no clearer); SHORT TERM MEDIUM TERM ULTIMATE Situation PRIORITIES INVEST WE DO WE REACH and creativity with a wide range of RESULTS ARE RESULTS ARE IMPACT(S) IS 2. Take a utilisation focus; stakeholders. It is also useful in Needs and Consider: Staff Conduct: Participants Learning Action Conditions Assets Mission building the evaluation capacity of workshops 3. Use a contingency approach; Volunteers Clients Awareness Behaviour Social those participating. Symptoms Vision meetings versus Values Time Agencies Knowledge Practice Economic 4. Engage stakeholders from beginning to end; Deliver: problems Mandates Money services Decision makers Attitudes Decision Civic 5. Invest proportionally; Stakeholder Resources Research Develop: Customers Skills making Environmental engagement Local Dynamics Base products Satisfaction Opinions Policies Collaborators curriculum 6. Avoid trying to re-prove the proven or testing the obvious; Materials Aspirations Social Action Competitors resources Equipment 7. Gather hard and soft data from multiple sources; Intended Train Motivations Outcomes Technology Provide: 8. Emphasise sense-making; Partners counselling Assess 9. Look for contribution rather than attribution to change; Facilitate 10. Use goal oriented and goal free evaluation; Partner Work with 11. Strive for roughly right; and media 12. Be adaptable and flexible in your approach. ASSUMPTIONS EXTERNAL FACTORS From http://tamarackcci.ca/files/resource_at_a_glance_captur- ing_and_making_sense_of_outcomes.pdf Evaluation Focus - Collect Data - Analyze and Interpret - Report

From http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.html

36 37 A THEORY OF CHANGE makes explicit our hypotheses and Theory of change: that reach beyond any specific exploitation and conservation when asumptions that underpin our beliefs about what will work and why programme, especially if the theory a summative evaluation can be and how it is likely to have the effect we anticipate A graphic representation of the of change is collective, and regularly useful where its merits or worth change process that also expresses tested, reviewed and evaluated. are assessed. causal connections between action In addition, successes and lessons and results but, rather than describ- can be easily demonstrated along The release phase allows for a OUR THINKING ing the outcomes of a programme, the way. harvesting of knowledge to uncover Exposure to other ideas focuses on attaining a particular patterns and/or principles of can also help us improve change and developing approaches effectiveness and learning, ideally or reframe our thinking Eco-cycle Framework: Our thinking to achieve this. to feed into the next phase of the influences our As well as helping to describe the process. In this way an initiative or choice of actions A theory of change articulates lifecycle of an initiative and the organisation can continue to evolve underlying assumptions and way decisions can feed into what in ways that can most usefully Learning from our describes a process of desired comes next, the eco-cycle can contribute to the achievement of actions help us social change by making explicit improve our also be valuable in defining the stated goals. the way we think about a current thinking most useful kinds of evaluation situation or problem, its causes, the for particular stages. For exam- long-term change we seek, and what ple, developmental evaluation needs to happen in society in order Program Strategies supports the design and progress OUR INTERVENTIONS for that change to come about. By of innovation to guide creation and OR ACTIONS uncovering the collective think- adaptation especially in emergent ing about what achievements are and complex situations,191 while intended, interventions and actions a formative evaluation is focused can be developed and adapted more on improving, strengthening and proactively as potential weaknesses From http://www.theoryofchange.org/ fine tuning an intervention or or gaps are also identified. This existing programme. There may focus on the intended change helps be some performance monitoring develop more coherent and nimble and process evaluation between approaches to achieve this change 2 Desired Long Term Goal (related to population impact group)

5 Stakeholders DEVELOPMENT EVALUATION SUMMATIVE EVALUATION

6 Indicators o g a n i s a t i o related to r e a t r v n i o s e breakthroughs, n n domains and c o long-term goal 4 Pathways of Change Breakthrough

7 Assumptions and Risks Breakthrough n o t i a r i t e l e x p l o e a s e

3 Domain of Change Domain of Change Domain of Change FORMATIVE EVALUATION HARVESTING KNOWLEDGE

1 Current Situation, including underlying causes/barriers to change From http://www.appartenance-belonging.org/en/resources/ the_panarchy_loop

191 See Michael Quinn Patton (2011) Developmental Evaluation. The Guildford Press, New York. 38 39 Outcome mapping: Answers to these questions provide resource Input. The act of dropping important information about the the rock is an Activity. When the Helps with 1) documentation of the contributions made by a specific rock reaches the water, it creates journey; 2) reassessment (and revi- program toward a given outcome a splash. These are the outputs. sion) of the intended ‘destination’; or outcomes. The ripples, spreading out from the and 3) improving capacities and splash are the Outcomes, and then THE FIVE CONDITIONS OF COLLECTIVE IMPACT capabilities to continue the jour- later the Impacts. The edge of the Most significant change: ney. The process is participatory pond represents the geographic and focused on outcomes rather Common Agenda All participants have a shared vision for change including a common understanding of Is a form of participatory moni- and population boundaries of the than impact, while recognising that the problem and a joint approach to solving it through agreed upon actions. toring and evaluation. Many initiative. This tool is an outcomes impacts (desired changes in state) stakeholders are involved both in measurement approach to plan- are the ultimate goal. deciding the sorts of change to be ning and managing initiatives that recorded and in analysing the data. encourages those involved to be Shared Measurement Collecting data and measuring results consistently across all participants ensures Outcomes are understood as The process occurs throughout clear both about what they are efforts remain aligned and participants hold each other accountable. changes in behaviour, relation- the initiative cycle and provides doing and what they are changing. ships, activities or action of people, information to help people manage groups and organisations with activities and monitor progress Partly driven by a desire for greater Mutually Reinforcing Participant activities must be differentiated while still being coordinated through a whom an initiative works directly. towards goals while also provid- accountability, outcomes measure- Activities mutually reinforcing plan of action. These outcomes can be logically ing information on impact and ment also helps to influence linked to the initiative but are not outcomes. wise planning and management necessarily caused by them. Guided decisions. The Splash and Ripple by understanding of ‘boundary Essentially, the process involves approach includes five guiding Consistent and open communication is needed across the many players to build trust, partners’ and spheres of influence, Continuous the collection of significant change ideas: time, reach, control, context, assure mutual objectives, and create common motivation. outcome mapping has three core Communication stories from those directly involved and learning and improvement. It stages: intentional design, outcome and the systematic selection of the has been used by police, justice and and performance monitoring, and most significant of these stories by health services as well as commu- evaluation planning. By using Creating and managing collective impact requires a seperate organisation(s) with panels of designated stakeholders nities and community groups. Backbone Support outcome mapping, contributions to staff and a specific set of skills to serve as the backbone for the entire initiative and or staff. Various people then sit such outcomes can be revealed and coordinate participating organisations and agencies. down together, read the stories social and organisational learning Collective Impact: aloud and have regular and often can be influenced. in-depth discussions about the Is a highly structured cross-sector value of these reported changes. framework that aims to support and Collective Impact also enables the development of a shared agreement on the process and outcome measures Outcomes harvesting: The process has been recognised as foster conditions for the total being that lead to change, agreement on the activities, which move the needle on outcomes, and recognition of the effective in identifying unexpected more than the sum of the parts. value of resources to drive forward change. Is a way of working out what has changes; distinguishing prevailing Particularly useful in developing happened. It does not measure values across groups and organi- approaches for complex situations, progress towards predetermined sations; encouraging analysis as Collective Impact helps groups of outcomes or objectives, but rather well as data collection from those people and organisations to collab- collects evidence of what has been closest; delivering a rich picture orate and coordinate their efforts achieved, and works backward to that requires no specialist skills, towards a shared desired change determine whether and how the and useful in monitoring and eval- in state. With five conditions, it project or intervention contributed uating bottom-up initiatives that offers a model for getting partners to the change. It yields evidence- do not have predefined outcomes to develop a common vision from based answers to the following against which to assess progress or shared understandings and then to questions: achievement. work towards that vision together and share learnings as they go. • What happened? Splash and ripple: • Who did it (or contributed to it)? Is a particular approach of • How do we know this? Is there outcomes measurement that uses corroborating evidence? metaphor to help grow understand- ing. The rock is a material Input, the • Why is this important? What do person holding the rock is a human we do with what we found out?

40 41 LINKS & RESOURCES

In addition to the references included in this chapter also see: Website Links and Tools

Articles, Reports and Publications ABCD Institute http://www.abcdinstitute.org/: The Asset-Based Community Development Institute (ABCD) is at the centre of a large and growing movement that considers local assets as the primary building blocks of sustain- Block, P. (2002). The Answer to How is Yes: Acting on what matters. Berret-Koehler. able community development. Building on the skills of local residents, the power of local associations, and the supportive functions of local institutions, asset-based community development draws upon existing community Born, Paul (2008). Community Conversations. BPS Books, Toronto. strengths to build stronger, more sustainable communities for the future.

Cabaj, M. ed. (2011). Cities Reducing Poverty, 2011, Tamarack http://tamarackcommunity.ca/g3_books3.html Art of Hosting http://www.artofhosting.org/home/: is a pattern and a practice that allows us to meet our human- Chile, L. M. ed. (2007). Community Development Practice in NZ- Exploring Good Practice. ity in ourselves and in each other - as opposed to trying to be machines when meeting. The Art of Hosting training Institute of Public Policy, AUT University. is an experience for deepening competency and confidence in hosting group processes - Circle, World Café and Open Space and other forms. Gamble, J. (2010). Evaluating Vibrant Communities Canada: 2002-2010. Tamarack. http://tamarackcommunity.ca/downloads/vc/VC_Evaluation.pdf At the Heart Resources http://www.familiescommission.org.nz/publications/forum-reports/at-the-heart/order- form: A DVD and workbook resource available for purchase. Developed from learning gathered at the Victory Diers, J. (2002). Neighbor Power: Building community the Seattle way. University of Washington Press. Village Forum in 2011, this DVD shares ideas and examples from those working with communities about what http://www.neighborpower.org/ working in family-centered, community-led ways is all about. The DVD has four core modules and is designed to be used as both a training and reflective discussion tool for organisations and communities. Green, M with Henry Moore and John O’Brien (2006). ABCD in Action: When communities care enough to act. Inclusion Press. http://www.mike-green.org/act.php Bank of I.D.E.A.S http://www.bankofideas.com.au/: The Bank of I.D.E.A.S. operates from the basic assumption that communities do not develop from the ‘top down’ or from ‘the outside in’. It believes that communities need to Harford, T. (2011). Adapt: Why success always starts with failure. Little Brown. build from ‘the inside out’, and for their residents to invest in themselves, ideas, assets, capabilities and resources Heath, C. and Heath, D. (2010). Switch: How to change things when change is hard. Random House. in the process. http://heathbrothers.com/books/switch/ Be. Accessible http://www.beaccessible.org.nz/: Be. Accessible enriches the lives of all people, by inspiring and Hutchinson, v. and the NZ Social Entrepreneur Fellowship (2011). How Communities Heal. The Jobs Research Trust. enabling greater accessibility for all New Zealanders. Their mottos - see the possibility, seize the opportunity and http://www.nzsef.org.nz/howcommunitiesheal Be. the change.

Hutchinson Vivian (2011), "It's going to take community" http://www.scribd.com/ Cities reducing poverty http://tamarackcommunity.ca/g3s61_VC_2011g.html: In this podcast, Garry Loewen agathis/d/54240668-It%E2%80%99s-Going-to-Take-Community-%E2%80%94-vivian-Hutchinson speaks with Mark Cabaj about Tamarack's book, Cities Reducing Poverty - How Vibrant Communities are Creating Comprehensive Solutions to the Most Complex Problem of our Times which profiles the work of six differ- Inspiring Communities (2012). Thinking out loud. Inspiring Communities. http://inspiringcommunities.org.nz/ ent Canadian cities as they worked collaboratively to reduce poverty, synthesizing the experience of Vibrant sites/inspiringcommunities.org.nz/files/inspiring_communities_-_cld_think_piece_july_2012_0.pdf Communities Canada over the past decade into a set of powerful lessons for any city eager to address this complex issue. Inspiring Communities (2010). What we are Learning about Community-Led Development in Aotearoa NZ. Inspiring Communities. http://inspiringcommunities.org.nz/learning-tools/what-we-are-learning-2010 Inspiring Communities tools http://inspiringcommunities.org.nz/learning-tools: A compilation of CLD tools and resources being used successfully by New Zealand communities to help achieve effective community-led change. Lewis, M. and Conaty, P (2012). The Resilience Imperative: Cooperative transitions to a steady-state economy. New Society Publishers. Inspiring Stories http://www.inspiringstories.org.nz/: Inspiring Stories is a charitable trust based in Wellington, operating nationwide. Their mission is to be a catalyst for action – to showcase what’s possible, build capability & McKnight, J. and Block, P. (2010). The Abundant Community: Awakening the power of families and neighborhoods. celebrate young New Zealanders leading change. Berrett- Koehler. http://www.abundantcommunity.com/ Neighborhood Matching Fund http://www.seattle.gov/neighborhoods/nmf/: The City of Seattle's Neighborhood Sinek, S. (2009). Start With Why: How great leaders inspire everyone to take action. Portfolio Penguin. Matching Fund was created in 1988 to provide neighbourhood groups with Council resources for communi- Snedden, P. (2005) Pãkehã and the Treaty: Why it’s our treaty too. Also see http://www.scoop.co.nz/stories/ ty-driven projects that enhance and strengthen their own neighbourhoods. All projects are initiated, planned and HL0405/S00082.htm. A newspaper article by Pat Snedden in response to Don Brash's 'Orewa' speech and in reflec- implemented by community members in partnership with the City. Every award is matched by neighbourhoods’ tion of 30 years of working with Mãori communities. or communities’ resources of volunteer labour, donated materials, donated professional services or cash. This community match is at the heart of the NMF Programme. The Annie E. Casey Foundation (2006). Imagine, Act, Believe: A framework for learning and results in community change initiatives. The Annie E. Casey Foundation. http://ccitoolsforfeds.org/doc/ImagineActBelieve.pdf Our Amazing Place http://site.ouramazingplace.org.nz/: Our Amazing Place Community Treasure Hunts are free community events running throughout New Zealand that seek to connect people to their local communities. Zander, R. S and Zander, B. (2000). The Art of Possibility. Penguin Books. People, places, businesses and services are all profiled and discovered in a fun treasure hunt trail around a local neighbourhood. The treasure hunt trail features a number of stations which each have a challenge, activity or task that must be completed to gain a stamp for their 'passport'. The participants then head to a final destination for a celebratory event of people, place and prize draws!

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Project for Public Spaces (PPS) http://www.pps.org/: PPS is a non-profit planning, design and educational organi- zation based in New York that's dedicated to helping people create and sustain public spaces that build stronger communities. Their pioneering place-making approach helps citizens transform their public spaces into vital places that highlight local assets, spur rejuvenation and serve common needs. PPS has projects and training programmes operating worldwide.

Tamarack http://tamarackcommunity.ca/: Tamarack is a Canadian Community Engagement Institute that devel- ops and supports learning communities to help people collaborate and to co-generate knowledge that solves complex community challenges. Their deep hope is to end poverty in Canada.

The Barefoot Guides http://www.barefootguide.org: have been written by community development practitioners mainly working in South Africa. They are written in very accessible language, with great stories to illustrate their messages. Their second series focus on building a strong learning orientation into community change work.

The Plexus Institute http://www.plexusinstitute.org: is a community of diverse people committed to fostering the health of individuals, families, communities, organisations and the natural environment by helping people use concepts emerging from the new science of complexity.

Tipu Ake ki te Ora Lifecycle http://www.tipuake.org.nz/index.php: is an easily applied, and action focused lead- ership model that exploits Kiwi style teamwork. It provides new tools for organisations that wish to grow into dynamic living entities, rather than just behaving like machines.

Transition Towns http://www.transitiontowns.org.nz/: Transition Town initiatives are part of a vibrant, interna- tional grassroots movement that brings people together to explore how local communities can respond to the environmental, economic and social challenges arising from climate change, resource depletion and an economy based on growth.

Vibrant Communities http://www.vibrantcommunities.ca/: championed by Tamarack, Vibrant Communities is an initiative focused on significantly reducing the human, social and economic cost of poverty by creating a connected learning community of 100 Canadian cities, each with multi-sector roundtables addressing poverty reduction. Their goal is aligned poverty reduction strategies in cities, provinces and the federal government resulting in reduced poverty for 1 million Canadians.

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