oUR STORY IF YOU WANT TO ADOPT IN YOUR SUBURB |
From early 2019 we engaged with leaders in our community on how best to improve community and disaster resilience. We identified that:
Community resilience is having the resources, social capital, communication, and competence so the community is resilient.
Disaster resilience is being ready, able to respond to, and able to recover from a disaster. “A community is more likely to be disaster resilient if it is community resilient.”
Our view was that the true measure of any society can be found in how it treats its most vulnerable members. A community can be resilient if a holistic and sustainable approach is taken to the wellbeing of its people. A resident, particularly a vulnerable one, is more confident if his or her community is resilient.
We decided the next step was to assess Newlands’ wellbeing and resilience using a survey. In early 2020 we used a survey, based on the Treasury’s Living Standards Framework, which the originator has gifted to us. The intermediate students distributed the surveys amongst their family and whanau. We analysed the results to identify the capabilities and vulnerabilities across Newlands from a governance, economic, social, cultural, and environmental perspective. We also co-designed with residents the objectives and solutions to each of the vulnerabilities.
In mid-2020 we considered how best to connect residents and enable them to access solutions to improve their wellbeing and resilience. The current system seemed to be a provider centric, and we did not think this system supported the vulnerable. Our preferred option was a “coordinated provider system”.
In late 2020 we developed a “Coordinated Community Enterprise” with our community leaders, Nga Hau e Wha o Papararangi, Neighbourhood Support Wellington, Volunteer Wellington, Be Collective, Time Bank and the Citizens Advice Bureau. We have developed a volunteer training programme with input from these individuals and organisations.
We aspire to five principals in the suburb:
In early 2021 we recruited a diverse team of 12 volunteers covering Human Resources, Finance, Technology, Culture, and Engagement and Communications. This team receives leadership development training costing $6,000pa at no cost to them.
In June 2021 we launched the Enterprise comprising an upgraded website with video clips prepared by intermediate students and their whanau to promote and explain the Enterprise costing $18,000, funded by Hutt Mana Trust. The website also contains the Be Collective system which enables residents to connect, promote a cause, seek help, and provide help to residents.
From July we are recruiting Huia Leaders to build connections and trust and enable access to solutions to improve resident’s wellbeing and resilience. These Huia Leaders will include those who build connections in their street, with their neighbours. This is so that in a disaster needs can be known quickly. We selected “Huia” to align with the recent upgrade and renaming of our local “Pukehuia’ Park where residents connect.
All Huia Leaders will need to apply, after watching the 20-minute training clip on the website, be interviewed with 2 acceptable reference checks, be police checked, participate in a full day training, and participate in a professional supervision framework, based on good practice operating in New Zealand, costing $15,000pa at no cost to them funded by Johnsonville Charitable Trust.
From June we will also start identifying all those who can respond in a disaster to meet the known needs of residents covering food, water, medical, security, mobility, sanitation, welfare, communications, animal welfare. This will all be recorded in the Be Collective system so those leading the response have all the information they need. We can then assess whether we, Newlands, have the capability to not only look after ourselves for 2 for 4 weeks in the event of a serious Wellington wide disaster but also provide a transition hub for people walking from Wellington heading north to their home.
In October we will undertake our third wellbeing survey, based on the Treasury Living Standards Framework, to inform some community conversations on those trends and some idea generation for us to implement in 2022 and some ideas for other decision makers to consider.
We plan to evaluate the enterprise in November 2021, and each November, to evaluate whether it is improving wellbeing and resilience and what revisions will be required for 2022.
The bespoke copyright license for the Enterprise is held by the Newlands Paparangi Progressive Association (NPPA). We have selected this type of copyright so there is some flexibility in its adoption but also to maintain the consistency, so residents have the same experience when they move to a different suburb. The NPPA is willing to make the Enterprise available to other resident owned organisations, such as residents associations, from March 2022, once we have evaluated the 2021 versions and identified the changes needed for 2022 version.
If the local resident’s association is interested to discuss adopting this, we ask the President to contact us and we can have an introductory zoom call to discuss things in more detail.
If you decide to adopt, we will provide 7 things:
1. The original business case approved by the NPPA in September 2020
2. The engagement and communications plan including our storyboarding, scripts, and filming timetable for the video clips to be placed on the website.
3. An introduction to Be Collective who provide the system within the website to enable residents to connect, promote a cause, seek help and/or offer help.
4. The job descriptions of the Resilience team, covering funding and finance, human resources, engagement and communications, cultural & technology.
5. The job description of Huia Leaders, their training programme, the professional supervision framework. Each suburb will brand their “Huia” Leaders with a name that works for them.
6. Some coaching
7. The wellbeing survey and the software, in time, to record the results, enable key trends to inform some community conversations & idea generation for decision makers to consider.
All we ask is that you acknowledge the NPPA as the initial creators of source material, agree to participate in an evaluation each November and adopt any enhancements in your suburb from the following February. You will need to raise your own funding.
If the President wishes to make contact, please connect with Rodney Barber in the first instance on 0274788061 or [email protected] for an introductory zoom call.
Newlands Resilience Group, Newlands Paparangi Progressive Association (NPPA)
Community resilience is having the resources, social capital, communication, and competence so the community is resilient.
Disaster resilience is being ready, able to respond to, and able to recover from a disaster. “A community is more likely to be disaster resilient if it is community resilient.”
Our view was that the true measure of any society can be found in how it treats its most vulnerable members. A community can be resilient if a holistic and sustainable approach is taken to the wellbeing of its people. A resident, particularly a vulnerable one, is more confident if his or her community is resilient.
We decided the next step was to assess Newlands’ wellbeing and resilience using a survey. In early 2020 we used a survey, based on the Treasury’s Living Standards Framework, which the originator has gifted to us. The intermediate students distributed the surveys amongst their family and whanau. We analysed the results to identify the capabilities and vulnerabilities across Newlands from a governance, economic, social, cultural, and environmental perspective. We also co-designed with residents the objectives and solutions to each of the vulnerabilities.
In mid-2020 we considered how best to connect residents and enable them to access solutions to improve their wellbeing and resilience. The current system seemed to be a provider centric, and we did not think this system supported the vulnerable. Our preferred option was a “coordinated provider system”.
In late 2020 we developed a “Coordinated Community Enterprise” with our community leaders, Nga Hau e Wha o Papararangi, Neighbourhood Support Wellington, Volunteer Wellington, Be Collective, Time Bank and the Citizens Advice Bureau. We have developed a volunteer training programme with input from these individuals and organisations.
We aspire to five principals in the suburb:
- People find fulfilment in community relationships, rather than simply in consumption and leisure.
- People understand their role within society rather than being a collection of individuals.
- People are free to help others, rather than wanting freedom from others.
- There is competition and cooperation.
- The focus is on wellbeing rather than simply material wealth.
In early 2021 we recruited a diverse team of 12 volunteers covering Human Resources, Finance, Technology, Culture, and Engagement and Communications. This team receives leadership development training costing $6,000pa at no cost to them.
In June 2021 we launched the Enterprise comprising an upgraded website with video clips prepared by intermediate students and their whanau to promote and explain the Enterprise costing $18,000, funded by Hutt Mana Trust. The website also contains the Be Collective system which enables residents to connect, promote a cause, seek help, and provide help to residents.
From July we are recruiting Huia Leaders to build connections and trust and enable access to solutions to improve resident’s wellbeing and resilience. These Huia Leaders will include those who build connections in their street, with their neighbours. This is so that in a disaster needs can be known quickly. We selected “Huia” to align with the recent upgrade and renaming of our local “Pukehuia’ Park where residents connect.
All Huia Leaders will need to apply, after watching the 20-minute training clip on the website, be interviewed with 2 acceptable reference checks, be police checked, participate in a full day training, and participate in a professional supervision framework, based on good practice operating in New Zealand, costing $15,000pa at no cost to them funded by Johnsonville Charitable Trust.
From June we will also start identifying all those who can respond in a disaster to meet the known needs of residents covering food, water, medical, security, mobility, sanitation, welfare, communications, animal welfare. This will all be recorded in the Be Collective system so those leading the response have all the information they need. We can then assess whether we, Newlands, have the capability to not only look after ourselves for 2 for 4 weeks in the event of a serious Wellington wide disaster but also provide a transition hub for people walking from Wellington heading north to their home.
In October we will undertake our third wellbeing survey, based on the Treasury Living Standards Framework, to inform some community conversations on those trends and some idea generation for us to implement in 2022 and some ideas for other decision makers to consider.
We plan to evaluate the enterprise in November 2021, and each November, to evaluate whether it is improving wellbeing and resilience and what revisions will be required for 2022.
The bespoke copyright license for the Enterprise is held by the Newlands Paparangi Progressive Association (NPPA). We have selected this type of copyright so there is some flexibility in its adoption but also to maintain the consistency, so residents have the same experience when they move to a different suburb. The NPPA is willing to make the Enterprise available to other resident owned organisations, such as residents associations, from March 2022, once we have evaluated the 2021 versions and identified the changes needed for 2022 version.
If the local resident’s association is interested to discuss adopting this, we ask the President to contact us and we can have an introductory zoom call to discuss things in more detail.
If you decide to adopt, we will provide 7 things:
1. The original business case approved by the NPPA in September 2020
2. The engagement and communications plan including our storyboarding, scripts, and filming timetable for the video clips to be placed on the website.
3. An introduction to Be Collective who provide the system within the website to enable residents to connect, promote a cause, seek help and/or offer help.
4. The job descriptions of the Resilience team, covering funding and finance, human resources, engagement and communications, cultural & technology.
5. The job description of Huia Leaders, their training programme, the professional supervision framework. Each suburb will brand their “Huia” Leaders with a name that works for them.
6. Some coaching
7. The wellbeing survey and the software, in time, to record the results, enable key trends to inform some community conversations & idea generation for decision makers to consider.
All we ask is that you acknowledge the NPPA as the initial creators of source material, agree to participate in an evaluation each November and adopt any enhancements in your suburb from the following February. You will need to raise your own funding.
If the President wishes to make contact, please connect with Rodney Barber in the first instance on 0274788061 or [email protected] for an introductory zoom call.
Newlands Resilience Group, Newlands Paparangi Progressive Association (NPPA)
Coordinated Community Enterprise© 2020