Research and Policy
Community Renewal Programme Evaluation - April 2008
The Community Renewal programme aims to improve the economic, social and physical environment in selected areas. The programme evaluation covered the six areas: Northcote, Talbot Park, Clendon, Fordlands, East Porirua and Aranui. The programme evaluation involved an outcomes evaluation of Community Renewal that was undertaken during 2005-2006. The evaluation found that Community Renewal was moving towards achieving all agreed outcomes, and was demonstrating examples of best practice in 'community-led solutions, participation and ownership', 'youth development' and 'encouragement of employment growth'. The programme evaluation also involved a future directions study for Community Renewal that was undertaken in 2006-2007. The programme evaluation identifi ed specifi c elements that could be improved to increase Community Renewal's effectiveness. For example, the evaluators made a recommendation to explicitly identify strategies and activities to address the needs of young people in community development plans. The evaluators also emphasised the need for evidence to indicate when a project is ready to transition back to Housing New Zealand's business-as-usual activities.
Overview
Community Renewal was developed during 2000-2001 to address social exclusion, foster strong, sustainable communities, and promote change in the economic, social and physical environment in selected areas. Community Renewal areas have a high deprivation index ranking and a high concentration of Housing New Zealand Corporation properties. Housing New Zealand properties in the selected areas are renovated, existing housing stock is reconfi gured or dwellings are demolished and replaced with new ones. Community Renewal engages residents and community groups in capacity and capability building. Community Renewal projects are interventions with limited timeframes. Gains from the programme are expected to remain following the transition of Community Renewal projects back into Housing New Zealand's mainstream activities.
Community Renewal uses a community development approach to achieve its goals. Community Renewal recognises community capacity and confi dence building are essential if individual residents and community groups are to take greater responsibility for the wellbeing of their communities at the end of a project. Rather than take full responsibility for capacity and capability building in communities, Community Renewal acts as a catalyst. A signifi cant aspect of this work is in facilitating linkages to other relevant agencies, particularly local government and social services.
Community Renewal includes matching Housing New Zealand's housing stock to the needs of tenants by renovating, reconfi guring existing housing stock or replacing demolished dwellings with new ones. Of the $103.3m spent on Community Renewal at 30 June 2007, $89.9m (87 percent) was spent on capital works.
Evaluation purpose and approach
The aim of the Community Renewal programme evaluation was to assess the extent to which agreed outcomes were being achieved. Specifi cally the evaluation identifi ed and critically reviewed:
- what can be learned about achieving agreed Community Renewal outcomes effectively
- any barriers to, or limitations on achieving expected and unexpected Community Renewal outcomes.
The programme evaluation included fi ve components:
- a literature review of international experience of community renewal
- a document study compiling an historical record of Housing New Zealand's Community Renewal
- a feasibility study for an outcomes evaluation of Community Renewal
- an outcomes evaluation
- a future directions study.
A draft evaluation report was prepared, and discussed with key internal and external stakeholders (including local councils, police and local marae). The report was revised on the basis of stakeholder feedback.
Key Points
- More evidence is needed to indicate when projects are ready to begin the transition process back to Housing New Zealand's business-as-usual activities. The validity of the Transition Plan was confirmed.
- The evaluators confirmed the validity of the criteria Community Renewal uses to select areas within which to establish projects.
- Five indicators that demonstrate effective community development were identified.
- One of the factors that Community Renewal sustainability is dependent on is enhanced community leadership and capacity.
- Three actions to address ongoing issues with partnering agencies were identified.
- It is recommended to consolidate thirteen objectives, outcomes, principles and indicators into seven outcomes.
Findings
The recommendations reported in the future directions study recognise Community Renewal's facilitating role in community development. The achievement of many recommendations will require the participation of partner agencies.
Recommendations to strengthen and continue achievements
The evaluation recommended that Community Renewal consolidate thirteen objectives, outcomes, principles and indicators into the following seven outcomes:
- increased community pride, ownership and participation
- effective delivery of needs-based tenancy and property management services
- increased safety and reduced crime
- increased local leadership and stronger community networks
- increased opportunities for local employment
- strong local services to respond to changing community needs
- improved physical environment and amenities.
The Community Renewal goal is to address social exclusion and foster strong, sustainable communities. Community Renewal therefore uses selection criteria that identifies the most socially and economically deprived areas within which to work. The evaluators confirmed the validity of the selection criteria. They emphasised the importance of one selection criterion, namely, that potential projects be required to provide evidence of the long-term commitment of local councils.
The National Office produced a Transition Plan (December 2005) to identify principles and activities Housing New Zealand wants to retain when Community Renewal project areas are returned within Housing New Zealand's business-as-usual activities. The evaluators confirmed the validity of the Transition Plan. They emphasised the need for evidence to indicate a project is ready to begin the transition process.
Recommendations to increase programme effectiveness
The evaluators noted Community Renewal's efforts to build community leadership and capacity; in particular, they quoted positive cases about youth involvement and employment opportunities. Six recommendations for projects to build community leadership and capacity essential to Community Renewal sustainability were:
formalising a strategy for building community leadership, decision-making and participation capacity
- continuing and increasing assistance for community groups to locate funding support for operations and events
- explicitly identifying strategies and developing activities to address the needs of young people in community development plans
- adopting creative approaches to supporting employment opportunities in conjunction with partners
- increasing efforts to establish strong, innovative partnerships
- integrating the capacity for staff to undertake needs assessments and house allocations into project offices.
Best Practice Example Community-led Solutions, Participation and Ownership Eastern Porirua
A couple who were Housing New Zealand tenants were passionate about their community. This couple was particularly concerned about speeding traffic in their street and the state of their local park. The park was run-down, graffiti-ridden and a hangout where drug dealers were mixing with the local kids. The couple had had some involvement with the Housing New Zealand Community Development Manager, Rosie Gallen, and had helped out in the running of community events. They asked Rosie about what could be done to slow the traffic and get the park cleaned up. At the time, the Porirua City Council was consulting on priorities for their Annual Plan.
The couple didn't know how they could get their local community involved in making a submission to the Council. Rosie suggested that they survey the other residents in the street to see if there was any support for action. She helped them design a survey form where people just had to tick what they thought was needed. The couple surveyed the residents and around 60 of them (about half) completed a submission form. Rosie also helped the couple prepare their submission to the council and briefed them on the Council's hearings process. The couple presented the case to the Council meeting supported by a delegation of residents from the area.
As a result, the Council agreed to install speed humps and to up-grade the park and install a flying fox. A street party was organised by the residents and sponsored by Housing New Zealand and the City Council to celebrate the completion of the park. The local residents are interested in turning this into an annual event. The park is now a place where neighbourhood cricket matches and other ball games are held. The drug dealers have gone. The local residents now know a lot more about local council processes and about the Porirua Community Renewal Project.
Best Practice Example Encouragement of Employment Growth Talbot Park
The Talbot Park Community Renewal project has a clause in all its tender documents requiring contractors to include provisions that demonstrate a commitment to local employment. This requirement applies to all contractors - those building new units, as well as those providing roading, footpaths and landscaping.
When the Community Renewal project was first set up, the Project Manager recruited a local employment organisation (Employment Training Academy) to train locals in the skills needed by Talbot Park contractors. Although the Academy has since closed, leaving contractors responsible for providing the training on-the-job, tenderers are still adhering to the contract requirements.
Through this contract requirement, 18 local unemployed people have been given employment experience on the Community Renewal project and five of those have gone on to permanent jobs. In addition, the relationship that the project has developed directly with the local Work and Income office has enabled local employment opportunities to continue to be identified with the current project contractors.
All Community Renewal projects have communication plans. The Outcomes Evaluation identified the need for Community Renewal to provide a greater focus within each project on communications with tenants and the media.
The Future Directions Study stated that Community Renewal places a strong emphasis on taking a community development approach. Five indicators are recommended to demonstrate effective community development:
- Community Development Coordinators are seen to be strengthening communities and adding value at community meetings
- Community Development Coordinators are actively involved in building community leadership
- the community, and particularly residents (including Housing New Zealand tenants), plays an active role in Community Renewal events
- Community Development Coordinators help to foster a sense of community and common interest among residents
- Community Renewal projects include initiatives to build confidence and leadership among youth.
Three main actions are recommended to address the ongoing issues Community Renewal projects have when partnering with local authorities.
- Approval of an area for Community Renewal should be conditional upon a written commitment from the council that operational and policy staff across a range of services will be made available to work with the project, and a senior council officer is nominated to lead and coordinate the council response.
- Written agreements should be regularly revised to reflect the changing dynamics and needs of the partners.
- The success of the collaboration between Community Renewal and local authorities should be evaluated.
Implications for policy and programme development
The findings of the Future Directions Study have been considered systematically in the Community Renewal team's planning workshops. Many, if not all, of the recommendations have been integrated into the way Community Renewal is currently operating.
Further Information
This paper is based on the report, Community Renewal Programme Evaluation 2006-2007: Phase Three - Future Directions Study. Prepared for Housing New Zealand by Dianne Buchan of Corydon Consultants Ltd and Kirsty Austin of Connell Wagner (May 2007).
Other related reports include: New Zealand's Community Renewal Programme in an International Context: A literature review. Prepared for Housing New Zealand by Julie Macdonald and Kirsty Peel of Health by Design Ltd (November 2005).
Document Study for the evaluation of the Community Renewal Programme. Prepared by Heather Nunns of Housing New Zealand's Research and Evaluation Team, and Kath Boswell (September 2005).
Evaluation of Community Renewal Programme: Report on feasibility study and design. Prepared for Housing New Zealand by Dianne Buchan of Corydon Consultants Ltd and Kirsty Austin of Connell Wagner (September 2005).
Community Renewal Programme Evaluation 2005-06: Phase two - Outcomes Evaluation. Prepared for Housing New Zealand by Dianne Buchan of Corydon Consultants Ltd and Kirsty Austin of Connell Wagner (March 2006).
