This paper draws on the evaluations of some government-funded community development programmes undertaken in New Zealand in recent years to gain insights into the practices adopted by funders and community stakeholders, and the lessons learned.
This paper begins with an overview of community development practice in New Zealand – the historical context, and practice today. It analyses five recent government-funded programme evaluations from community development programmes in New Zealand (details of these are in Appendix 1). Two of the programmes were targeted specifically to whānau, hapū and iwi; and two involved the Department of Internal Affairs (the Department). In addition, a meta-analysis of ten government-funded community action projects delivered in New Zealand was reviewed.
The evaluations were reviewed on: the principles underpinning the approach,outcomes sought, key achievements, and factors that enabled or inhibited the success of the programme. The programmes achieved outcomes in a range of areas such as enhanced levels of social capital, strengthened relationships and leadership, improved access to services, and increased capacity in communities.
While the programmes reviewed achieved outcomes, some of which were programme specific, and others more generic in nature, significantly, the government did not provide baseline funding for any of the five programmes examined beyond the ‘pilot’ or ‘trial’ stage. The reasons for this are not explicit in the material reviewed. Several of the evaluations noted that at the end of the funding cycle it was evident that projects had no concrete plans for sustaining initiatives in the longer term.
A number of lessons were identified from the literature reviewed, relating to:
- community engagement – a shared vision is an essential foundation for community development, and adequate time should be allowed for the vision to be developed
- funder / community relationship – relationships based on principles of partnership facilitate effective community development, traditional approaches to contracting may need to be revised to support effective partnering
- clear roles and responsibilities – clarity around roles is vital and needs to be established early; direct relationships between the funder and community group can assist with role clarity
- planning and outcomes development – realistic goals need to be set, outcomes and goals need to be clearly defined and have sufficient flexibility to recognise that they may need to change over time
- local leadership – successful initiatives are led and/or coordinated by skilled community development practitioners, and require strong local leadership and support
- building community capacity – funders have a role in building the capacity of communities to meet project requirements, but this needs to be balanced to allow communities autonomy to lead their own development
- effective collaboration – collaboration between government and non-government agencies aids community development projects, and effective collaboration occurs when key stakeholders have a shared interest in outcomes and accountabilities
- critical reflection and learning – critical reflection can help to ensure that projects remain focused on their vision
- Māori community development – effective practice builds on existing whānau structures, is grounded in tikanga and encompasses a collective approach; wide engagement of whānau together with a holistic approach to issues can contribute to the sustainability of initiatives.
The lessons learned presented issues for the Department to consider in the first principles review of Crown funded schemes. The Department needs to be clear about what outcomes it is seeking to achieve and how flexible it is prepared to be in the way funds are used. Community development also carries with it a risk of ‘failure’ – the development of alternative funding approaches needs to consider how much failure, and on what level, is acceptable. Ensuring communities have sufficient knowledge and expertise in community development practice is crucial.