Welcome to The Community Well.NZ website. This is an ongoing initiative participated in by an initial group of 64 community-based organisations (CBOs) in New Zealand for capacity building. 

In their own locus of operation, each possess expert understanding of local community needs and are best placed to create a sense of community ownership and a feedback mechanism important to community development projects. 

Unfortunately, no amount of their valuable expertise can protect them from their own Achilles heel of incapacity to sustain themselves. Invariably, they are dependent on philanthropy and donor project finance which by definition has a beginning and an end. However, the availability and timing of such funds leaves small organisations highly vulnerable. 

Given difficulties experienced at each level of capacity building, it is no surprise to find that philanthropic organ-isations and donors encourage formal project alliances. Capacity shortcomings can be overcome through parties working together, sometimes with public and private sec-tor involvement. 

Before coming together as ‘Partners for Progress’, mem-bers of the Community Well.NZ realised that failure to work collaboratively in partnership often results in failure to identify and respond to priority capacity needs. Most don’t even have or lack a taken-for-granted capability to express their own profiles publicly through the Internet. 

Today, members are finding a greater need to acquire practical tools, more knowledge and access to meaningful funding resources to transition to use of technology to benefit their communities and to facilitate partnerships with other organisations they also work with. 

Information and communications technologies (ICTs) have become an integral component of capacity building at all levels and greater use of it can be focused on achieving sustainability as the key outcome so that what constitutes “better lives” coincides with real needs at the community level.

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Navigating through The Community Well.NZ website rests on a value chain framework. It is a powerful tool often used for strategic planning. 

Nowadays a single communication channel seldom reach-es all target audiences on a high impact level. When any-one attempts a search to gain access to useful inform-ation and knowledge about a community-based organ-isation, it often stretches over a whole value chain or what are called ‘touchpoints’. Touchpoints – loosely de-fined, are points of contact. 

Capturing the value generated along the chain is the new approach employed in this website. There essentially are three major segments: 

1. At the Top: A segment containing various ‘buttons’ identified by a specific subject heading like ‘About This Site’, ‘Global Trends’, ‘Case Studies’ and so forth;
2. In The Middle: A segment containing two column sec-tions displayed side-by-side. These provide basic in-formation about each member in terms of who they are and what they do. At the bottom of each section are found active links. These transport you to their own relevant touchpoints on the Web which include their main website, blogsite, a Facebook community page or a generic web link. Not all members yet have a com-plete set of touchpoints. They’re all still working on it. Also, since one can’t fit all 64 members’ sections into a single webpage, access to other pages containing more sections is by clicking the ‘Older Entries’ button at the bottom of each page on this segment.
3. On The Right: A segment containing a list of active links arranged alphabetically. This makes it easier for you to find a major touchpoint for a particular member other-wise not displayed as readable content in their as-signed sections. There is also a link with an image called ‘The Digital Divide’ which transports you to the TCW.NZ Demo Website – the ancillary site of The Com-munity Well.NZ website. More stuff will be added as construction progresses.

As it is, there’s still much to do just working on the first set of 64 members but they’ll all eventually get there!

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Acquiring knowledge is expensive but next to ignorance its cost pales in comparison. This is why we actively de-velop partnerships and co-promote other community-based organisations with similar aims, purposes and ob-jectives by strengthening their internal and external capa-cities, capabilities and expertise in community develop-ment services, project plannning and other initiatives.

The Foundation’s strategic approach towards developing communities and partnerships stands on three pillars: 

• Enhancing the capacity and effectiveness of partner or-ganisations and their stakeholders;
• Introducing and implementing innovative user-centric ICT solutions that allow us and all our partners in com-munity development to function optimally today and the future; and,
• Bring those solutions downstream so that it also bene-fits other community-based organisations until more individuals in communities they serve in New Zealand become themselves end-users. Taken together, what this actually means is that their success becomes the Foundation’s success.

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We bring together under one roof a collective experience of over 25 years in public service, health, education, work-force, professional development and ICT expertise. Our work with community development organisations and whānau across the northern region have imbued on us an ability to understand limitations and demands placed on them regardless where they may fit on the socio-economic spectrum.

One thing is for sure. The majority of these organisations working on the ground in New Zealand still employ 19th Century tools to address 21st Century problems and chal-lenges.

We have seen firsthand the challenges that whānau and communities are inundated with as regards to accessing and communicating with services recruited at various levels for their needs. The challenges they are confronted with are also evident within the workforce. Questions re-garding staff access to high quality tailor-made ICT tools to assist service delivery are prevalent in the public sector and need to be urgently addressed. If you are a public or private grant-making body, please contact us today.

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It is difficult to deny that there is a heartfelt “dissatis-faction with what is”. New Zealanders are dissatisfied – doing what has always been done; getting the same results time and again; and, being imposed with external solutions that continue to create greater dependency in-stead of independence. 

People who journey through ‘The Awhi Way’ start by ex-pressing an oft said set of questions: “I want to start taking charge of my own life and circumstances, but don’t know how to? I want to move away from today’s endless frustrations, to tomorrow’s motivations. I need to under-stand and then make the pace of change work for rather than against me and my family. How do I do that?” 

At the grass roots level what all these voices are saying is there’s a strong desire to strengthen the capacity of whānau; being allowed to enable themselves first; and, being able to take on full ownership and responsibilities of providing for their own loved one’s social and economic well-being and security in an understandable and sustain-able way. This is what Sam helps people do. Today, he needs your support.

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Sam Chapman is the Executive Chairperson for The Awhi Foundation, a community aid, development and human-itarian charity, assisting children, families and whole communities in need within New Zealand and the Pacific. 

Through this Foundation, Mr. Chapman empowers indiv-iduals, families and communities to reach their potential holistically by helping them identify their purpose in life and what has worked for them in the past, recognising what gifts they have to achieve those goals, and the skills they need to develop in order to transform their lives. He has formalised this process (the Awhi Way) and uses it with people from all different walks of life, often those for whom opportunities are scarce. 

Today, Mr. Chapman is setting  new directions and re-newed efforts for Awhi Foundation to ensure that re-levant information, infrastructure, management and sys-tems will be put in place to achieve quality and excellence in delivery and accountability to a wider base of stake-holders as well as enhancing the capacity and effect-iveness of those stakeholders involved working in the field of social change.

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Ngati Naho continues to see its role as Kaitiaki for the Mercer end of the Waikato river; ensuring its own well-being and future development and proper use. As Kaitiaki we will continue to be a voice for our natural resources which is consistent to previous events and work progress-ively with all key stakeholders in ensuring a safe and healthy environment which adheres to tikanga values of caring for our natural resources. 

The Hapu provides educational support for its local schools as well as supporting local businesses and organ-isations in implementing tikanga practices. As a Hapu it cur-rently repositioning itself to fully realising its aspira-tions in providing quality education and employment for its beneficiaries and surrounding communities. We recognise the need to encourage entrepreneurship within the Hapu and region and create greater opportunities for sustain-able growth. 

Ngati Naho has long recognised the challenges of its own Hapu development aspirations particularly as it works towards being relevant as a vibrant Hapu organisation for its people and surrounding communities and the many generations to come. Paramount to these aspirations is the establishment of a Marae complex as the sole base for all its advancement of Māori development sustainable initiatives particularly in the 21st century and for future generations. Today, it is more than pleased to be working with Faith in Families Foundation in realizing its long held vision and aspirations!

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Ngati Naho’s history can be traced back to 1860 when Tawhiao became the second Māori King of Waikato. He named a small Maori settlement near Meremere/Mercer Te Pou o Mangatawhiri, (The Pillar of Mangatawhiri) after the river. Forty one years later in 1921 Princess Te Puea Herangi, along with some of Ngati Naho people and the Te Pou marae departed for Turangawaewae marae in Nga-ruawahia. 

The Princess, together with another renowned Māori leader – Sir Apirana Ngata, were the first social entrepre-neurs of their era for Māori in New Zealand. They worked closely together to ensure that Māori communities were in a position to take responsibility for their own public health and economic development, particularly when it came to significant epidemic-introduced diseases such as tubercul-osis. One at the political end and the other at the commu-nity end, they formed a formidable team. Their emphasis was on local and individual responsibility through iwi affi-liation thereby pioneering an approach which has paid social and economic dividends for Māori ever since and that tradition continues in Ngati Naho today. 

What are social entrepreneurs? They are the people who pioneer systemic and sustainable solutions to our social problems — and in doing so create role models that will be a “pattern for change” elsewhere in society. In going for-ward towards the future, the leadership of Ngati Naho will combine creativity with pragmatic skills to bring new ideas and services into reality.

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The Foundation continues to raise funds for its Community Centre Project. However, it now recognises the import-ance of moving forward towards building capacity its lacks to operate more efficiently and sustainably at a much higher level. 

Today, its strategic plan to produce meaningful outcomes for stakeholders in the community where it operates includes building up and improving its levels of governance training, management systems, strategic planning and communications, funding and fundraising capabilities. It is currently focusing on improving its limited access to appro-priate, effective and affordable capacity-building advice and services and also funding support from grant-making bodies. 

Through this and its other ‘touchpoints’ on the Web, the Foundation aims to generate more interest, awareness, engagement and participation and a better understanding of its plans and activities from the public and garner more support from funding bodies to deliver more meaningful benefits and outcomes through the Bulwagan Foundation Trust Community Centre Building Project. 

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The Bulwagan Foundation Trust is a registered charitable trust in New Zealand that, at its very core, believes in celebrating humanity. In expressing this more visibly, it is embarking on taking its plans for building a multi-purpose Community Centre in Wellington up to the next level. And largely with the support of government, foundations, trusts and individuals who share the same beliefs and values, it hopes to accomplish this Project much sooner. 

Through individual initiative or with the support provided by whānau, personal networks, government agencies or non-government organisations, Filipino migrants all over the world tear through the veils of isolation to build a home wherever they are.  It is the same yearning that now burns in the hearts of Filipino-Kiwis living in Wel-lington.

Culturally, the Bulwagan Foundation Trust represents all this and more. In time, as our membership grows on the ground and on the Web, we aim is to translate all this into a more permanent brick-and-mortar expression – a multi-purpose Community Centre that will serve our community in Wellington, New Zealand. 

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