By Linn Araboglos, Manager, Vodafone NZ Foundation
20 March 2020
As New Zealand grapples with the impacts of COVID-19 we are aware of the increased pressure this may be having on our community partners on the wellbeing of the rangatahi we serve.
We’re hearing that demand for services has increased as our community partners continue to support our most disadvantaged young people, those who are sleeping rough or don’t have a safe place to go to.
We understand that things are changing quickly, for example, people may need to work remotely, may have reduced staff capacity, fundraising events may be cancelled and community partners may be experiencing other unexpected costs or disruptions. We’ve been thinking about what we can do to support our community partners during these rapidly changing times.
In response, here is what the Vodafone NZ Foundation has been doing as COVID-19 continues to evolve:
We are checking in with and listening to our community partners to understand their needs right now and exploring additional avenues where we can provide support.
We are mobilising additional resources for the community partners we work with to support them to continue serving and responding to rangatahi in their community – this includes providing additional and emergency funding for our currently funded community partners to support them with costs and resilience so that they can continue to deliver key services for young people.
We are making practical changes to the way we support our partners – such as exploring flexible arrangements with current funding, reporting requirements and re-prioritising funds to meet community need.
More broadly, Vodafone New Zealand is offering a COVID-19 Care plan to customers. The plan includes:
Broadband data certainty. The removal of data caps from data-capped Broadband plans for consumers and small to medium sized businesses until at least the end of June 2020
Mobile data certainty. Eligible Consumer Pay Monthly mobile customers with data-caps to be actively encouraged towards Endless Data plans (which also include endless texts and minutes to AU and NZ numbers)
No Covid-19 related disconnections or late fees. Temporary measures to protect customers in financial hardship from Covid-19 over at least the next six months.
Worry-free remote learning for all. Helping families by zero rating Government guided education and health sites to support responses to Covid-19.
Ensuring capacity. Vodafone NZ has added extra capacity to fixed, broadband and mobile networks to cope with the extra demand as more people work from home and we will actively monitor network performance
In 2019 the Vodafone New Zealand Foundation worked on a temporary mural which was placed in the heart of Wellington, Te Ngākau Civic Square.
Weaving Hope tells the story of loss and hope. This work acknowledges the grief over the tragedy that happened in Christchurch on 15 March 2019, and presents a vision and hope for a more unified, accepting and diverse Aotearoa. The mural has been weaved together by local mural artist Ruth Robertson-Taylor, but the vision and key elements come directly from the Muslim community.
This work was co-created with the Muslim Students Association (VicMuslim), the International Muslim Association of New Zealand’s Committee, members of the Kilbirnie mosque community, and Vodafone New Zealand’s Muslim Society (Salam Network).
Vodafone, and the Vodafone New Zealand Foundation supported the creation of this mural, with site support from Wellington City Council.
“At Vodafone we’re committed to fostering a deeply embedded culture of inclusion. One that values the full diversity of our people, our customers and the communities we serve. This mural reflects our desire as an organisation to take positive action from a devastating event, and demonstrate the kindness and generosity that sits at the core of Aotearoa. Out of tragedy must come unity.”
Antony Welton, Chair of the Vodafone New Zealand Foundation
About the Design
The name ‘Weaving Hope’, chosen by Iffah from VicMuslim, speaks to the vision of the artwork, and the wide range of artists and community members who helped weave together the final design.
Arches play a key role in the work, a nod to Islamic architecture, rainbows, and bridges. A strong shape, these arches are evocative of mosques, of bridging understanding, and of crossing boundaries.
The geometric features and Kufic script used in the design pay homage to traditional and modern Islamic art. They represent the love of science, geometry and the mystery of life in this culture, and feel familiar and welcoming to those of the faith.
In places the strong geometry fractures into pieces and shapes. This is symbolic of both disintegration and creation. The design is simultaneously destroyed and built from small elements, showing the dual nature and strong connection between these two forces.
Flowers feature strongly in the design. In the panel to the far right of the artwork each flower was hand carved by local Syrian furniture maker Mahmoud Shagouri, with the 51 martyrs from the tragedy in mind. The flowers come from various countries around the world, a reminder that Islam is a diverse global faith, and a faith practised in New Zealand.
There is a quote on the artwork, a feature all parties involved in the design wanted in the final work. It reads: “Be kind, for whenever kindness becomes part of something, it beautifies it.” Prophet Muhammad (peace be upon him).
About the Artists
Ruth Robertson-Taylor was the lead artist behind the work, but key elements have been contributed by local, national, and international contributors.
Ruth Robertson-Taylor (Gorse) has been actively painting public murals for nearly 10 years in the greater Wellington region. Working collaboratively with councils and communities, she shapes narratives that encapsulate the spirit of each art piece’s location. Her mural aesthetics can differ greatly from one to the next, but like all good public murals, each piece responds to the space and community they sit within. Ruth often works with different artists to co-create large collaborative artworks. Graphic designers Muhammad Waqas and Farhan Sarfraz worked with Ruth on the overall design scheme for this work.
Additionally, the Kufic script (Arabic text displayed in three boxes throughout the mural) was contributed by Muhammad Waqas, a local creative who belongs to the Kilbirnie mosque community. The Kufic script displays the words ‘peace’, ‘love’ and ‘unity’. Read more about Muhammad here.
The traditional geometric design that is repeated throughout the work was contributed by Farhan Sarfraz. Farhan is a graphic designer, a Programme Manager at Vodafone New Zealand, and part of the Salam Network.
The flower carvings portrayed on the far-right panel were created by the artist and Mahmoud Shagouri. Mahmoud is a resettled Syrian based in Porirua. In Syria he was an expert furniture maker. Ruth and Mahmoud worked on the carvings together bridging the language gap with google translate!
Surprise find elements (hidden phrases) were contributed by Asyraf ElGhazali, a visiting student from Malaysia, who we met through the consultation at the Kilbirnie mosque.
A lot of amazing people contributed to the final design, and these were a few reflections and hopes for the mural from the co-creation workshops we ran.
“I hope that this mural can show others the real message of Islam, which is peace.”
“We are many races, we are diversified, but we are still one.”
“This mural is a great way to bring us back to all of those positive emotions that we had, to the goals we might have set, those resolutions we put forward… and to bring us back to each other.”
A huge thank you to everyone involved in the project. We hope the mural makes viewers think, and can play a small role in building a more unified and hopeful future for all of Aotearoa.
In late 2018 the Vodafone New Zealand Foundation brought together a small group of community focussed funders to look at the barriers young people faced in getting their driver’s licenses.
Driving Change has since grown to include a wide range of stakeholders in the driver licensing space way beyond philanthropy.
On Tuesday 3rd September, Todd Foundation, Mayors Taskforce for Jobs, Philanthropy New Zealand, Vodafone New Zealand Foundation and PwC, brought together a range of stakeholders from diverse groups of interested parties (business, iwi, community, local and central government, philanthropy and NGOs) creating the Driver Change Network.
Today the group sent this open letter to the PM:
Open Letter to Rt Hon Jacinda Ardern
26 September 2019
Kei te rangatira, tēnā koe Prime Minister,
New Zealand Driver Licencing System
Studies show that 70,000 – 90,000 young people face major barriers to progressing to a full licence. A driver licence currently holds many functions beyond a licence to drive. It’s a prerequisite to many jobs, independence, a formal means of legal identification, and a positive step to participate in our economy.
Families and children will benefit when the drivers in their lives are able to drive legally, safely and confidently. Communities, especially rural and remote communities, will benefit when more of their people are able to access education opportunities, contribute to the care of their whanau, participate in employment and generally take an active part in the life of the community. All of us will benefit when fewer of our young people are caught up in the criminal justice system and more of our young people are able to drive with confidence, access all the opportunities that come with driving, and contribute to our country through their paid and unpaid work, including family care.
Tangata whenua Māori, those in low socio-economic circumstances, those in isolated rural communities, and those currently in the care of the state, face disproportionate barriers to accessing a driver’s licence and the benefits that come with it. Today, those who the graduated licensing system fails choose to drive regardless, risk social and economic isolation, face large fines and often a journey into the criminal justice system. These failures prompted us to assemble a diverse and passionate group of New Zealanders spanning business, iwi, community, local government, central government, philanthropic and non-government organisations. Together we formed the Driving Change Network.
Our mission is to promote a driver licensing system where licences are recognised for the social and public good they provide. We want New Zealand to be a country where everyone is able to access the benefits of a driver’s licence.
While there are a large number of community programmes addressing these challenges, they struggle to meet demand, are not universal nor coordinated across New Zealand, are often restricted to serving a particular demographic, and are underfunded.
The Driving Change Network believe that with a more coordinated, inclusive and accessible driver licensing system, we can take another step towards a thriving, just and prosperous Aotearoa. At a recent hui, we identified the common challenges, and worked on some practical solutions to close the current gaps.
Given its significance to all New Zealanders, the Driving Change Network would like to meet with you to discuss how we can work together to ensure every New Zealander has the same opportunity to access the benefits of a driver’s licence. Given over 7 different Ministries are funding programmes independently, and 11 Ministries are involved in this system, we believe a cross-agency approach is required.
Ngā mihi nui,
The Driving Change Network
Signatories to this letter:
Blue Light; COMET Auckland; Connecting for Youth Employment; Gareth Parry, Partner, PwC Consulting; Got Drive Community Trust; HMS Trust and their projects Passport 2 Drive and Open Road; J R McKenzie Trust; JustSpeak; Keran Tsering, The Salvation Army Driver Programmes Manager; Lynda Murray, parent; Mayors Taskforce for Jobs; Manakau Urban Māori Authority; Partners Porirua; Philanthropy New Zealand; Taranaki Futures; The Southern Initiative; Todd Foundation; Vodafone New Zealand Foundation
Responses to or enquiries regarding this letter can be addressed to Noa Woolloff (firstname.lastname@example.org)
The Driving Change Network will also be mapping the driver licensing system, along with its barriers and opportunities, and hope to host strategic meetings with MPs.
Systems-level impact is a focus for the Vodafone NZ Foundation in our current strategy, as is collaboration, so we have set aside funding for systems change work in this space, along with the Todd Foundation and J R McKenzie Trust.
In 2018 we invited three amazing teams to join us for the second Vodafone Foundation Change Accelerator in Christchurch. It’s now 5 months on from the programme, and we thought we’d check in with them to hear what they’re up to now, and how the projects are going. All three projects are innovative, tech-based and work to improve the lives of Aotearoa’s young people . We hope the stories of these amazing wahine led projects can inspire you if you’re thinking of applying in 2019.
Digitising the golden standard in youth health assessment (HEADSSS)
This team went into the Change Accelerator with an idea to digitalise a well-known and widely used youth health assessment. They entered the programme with a frustration around the paper-based nature of the assessment, and with the goal to enhance responsiveness for the young people and school nurses using the assessment.
“We learnt so much at the Change Accelerator programme. In particular, our increased knowledge regarding the technology space & the NFP sector. We have further developed our thinking in regards to our digital assessment and the key features we are wanting to see.”
A highlight for the Anamata Café team was learning how to pitch:
“…and also the sprint sessions with our team of developers, seeing how the project evolved the skill sets of the different tech people, and how this all worked together to develop our prototype”
Reflecting on the programme now, Annabel thinks the pre-work and engaging with some tech people first to develop their understanding would’ve helped. She also reflects that the time factor was a challenge for a small organisation, and that juggling the day-to-day mahi alongside the programme was challenging.
What Happened Next?
The team were recently successful in applying to our Innovation Fund. Their next steps are to keep building the app, work on their business model and to pilot the project.
“We are excited to be developing this further as a web application, the schools we work with are crying out for this to be digital and we will have a full version developed, which has been co-designed with young people available for testing in September/October 2019.”
An app to support health professionals in teaching safety strategies to young people who have witnessed family violence.
To create a Family Harm App for Rangatahi to learn strategies to keep safe during times of family violence/family harm.
“Our vision is to develop a domestic violence application (app) that will be utilised by organisations as an educational resource with rangatahi (youth) throughout Aotearoa (New Zealand).
Registered professionals within organisations will use observation and referral processes to identify vulnerable rangatahi who may be at-risk of exposure to violence within their homes.
These professionals will then utilise our app to engage rangatahi and assist them in developing their own keep safe strategies. Through the provision of relevant information and the identification of available support networks, we believe our rangatahi will be empowered to seek assistance during times of domestic violence within their homes.”
“The Vodafone NZ Foundation’s Change Accelerator programme was a fantastic opportunity to develop a prototype for a Family Harm ‘Keeping Safe’ App for Rangatahi – named ‘Kia Wehikore’. Without the expertise, structure, and specialist knowledge provided during the Change Accelerator programme we would not have been able to develop a relevant, culturally responsive, rangatahi-centric app to combat family harm in our communities.”
“Mid North Family Support gained a vast array of learning opportunities from the Change Accelerator programme, which included
Prototyping a Family Harm app for Rangatahi – how cool is that!
Public speaking, Video & Slideshow presentation skills, Advertising/Marketing and Media training
Business & Operational Planning, Programme Canvasing & Governance knowledge
AI & Technology knowledge (including legalities, data recording, privacy, storage, clouds, viruses, hacks, copy writes and other significant and relevant complexities involved with app production)
Wonderful networking opportunities that created collaborative approaches and on-going partnerships.
Dedicated time away to apply our focus – allowing for a truly uninterrupted commitment to our kaupapa and mahi.
Experience in working alongside awesome people, who dream big, share talent and get lots done!”
Her advice for those thinking of applying is:
“Allow yourself to be available and present for the entire programme as all the days are full, so to also do your job back at the agency is indeed a big juggling act.”
What Happened Next?
Their Family Harm App (Kia Wehikore) has now been taonga (gifted) to Le Va (Ministry of Health) as part of their suite of Family Harm interventions – to be further developed, extended and launched into a nationwide programme.
“We are humbled by this ‘best possible outcome’, as it is now in the hands of a bigger well-funded organisation who will extend its reach and make it fly!”
Collective dreaming and goal setting for rangatahi and whānau
Te Tihi o Ruahine Whānau Ora Alliance came into the Change Accelerator with a prototype they’d already begun work on. They saw the Change Accelerator as an opportunity to further develop an Minimal Viable Product (MVP):
“Te Mauri Moemoea – a maori-centred webapp utilising gamification; supporting rangatahi, their whanau and community to create their own closed network which supports them to set dreams and tasks and journey through the realisation of these in their virtual and most importantly real life.”
“We learnt so much at the accelerator, from IP, business 101, tech 101, artificial intelligence, design thinking, pitching to soft skills – the greatest resource we come away with though was the relationships that we were able to form and strengthen. Both with the Vodafone foundation and our sector mentor Dan Milward of Gamefroot, both of who we continue to work with around Te Mauri Moemoea.”
One highlight for them was the Tech 101 session delivered by DevAcademy.
“For community organisations moving into the tech sector, tech 101 really provided the opportunity to build our knowledge in this area as well as being realistic in our expectations of our junior developers.”
Their advice for potential applicants is:
“If you are new to the tech industry, then manage your expectations around what MVP is, be kind to your developers as they will be working very hard to get across the line for you, soak up the tech knowledge of the senior developer as this becomes extremely valuable moving forward outside of the change accelerator.”
What Happened Next?
“Since the change accelerator we have gone onto complete a more comprehensive MVP of Te Mauri Moemoea and will soon engage in user testing for the MVP. Further whanau engagement to understand the needs of rangatahi, their whanau and community will inform the on-going development of the wider Te Mauri Moemoea product.”
Te Tihi o Ruahine Whānau Ora Alliance were also successful in the latest round of our Innovation Fund. We’re excited to work with them on the pilot phase of the project.
(L to R):Hemi Porter, Nikki Walden, Materoa Mar, Pikihuia Hillman & Stacey Seruvatu – Te Tihi
Maria Kekus is a Child and Youth Nurse Practitioner working for Health Connections.
Maria has extensive experience in child and youth health through her work in the primary health care and NGO sectors both in England and New Zealand.
Maria was also the recipient of a Personal Development grant in 2018. Below is her account of her journey.
In New Zealand health care for young people in NZ secure or residential care systems is often competing for priority status against safety and security. This is turn can result in missed opportunities for young people to receive health care. For this reason, I wanted to visit a service that seems to have juggled all the competing priorities and have been judged by OFSTED as Outstanding – the first secure care centre to be judged at this level. So, thank you Vodafone Foundation for your support to visit Barton Moss, a 20 bed secure care centre for children and young people managed by Salford City Council Children’s Services.
September 2018 I visited Barton Moss and had the opportunity not only to look
around and meet young people but also key people in the residence team
including the Residence Manager, the care staff (youth workers) and the health
team. I was also privileged to gain
insight into other services such as the Hindley Youth Offending Institute, which
I will cover later.
thanks go to Rachel the lead nurse in the team who gave up so much of her time
to answer my many questions, and continues to answer them via email since my
were two main findings that I think have contributed to better outcomes for
young people in Barton Moss and that we can learn from in the New Zealand secure
Enhancing the Healing Environment
SECURE STAIRS is a framework that aims to support trauma informed care and formulation driven, evidenced based, whole systems approaches to creating change for young people with Children and Young People’s Secure Estate (CYPSE). One of the core principles of the framework is that the day to day staff are at the centre of the intervention, recognising that they have a pivotal role and as such the environment and the relationships within (rather than specialist in reach services) are proposed as the primary agents of change for young people within secure settings.
Barton Moss embodies this approach and creates shared learning across all staff consistently and in a sustainable way. In addition, they have embedded the development of “within relationships” e.g mental health services form part of the core onsite team. In New Zealand they are a visiting “guest” service. The only visiting person in Barton Moss is a psychiatrist who is utilised as a resource for the health team and care staff to support the young person’s health plan.
Enhancing the Healing Environment
Barton Moss has implemented change modelled on the Enhancing Healing Environment framework. This framework was originally developed for dementia care homes with good effect and now has been rolled out to prisons and hospitals.
Moss has created an environment that feels safe and secure for young people, including
smaller family style units, more homely feeling to the young people’s rooms,
personal belongings are encouraged. The young
people also participate in the food preparation and other activities that build
life skills without being chores. The environment has indoor and outdoor
activities including caring for animals, gardening, building and sporting
activities; alongside creative opportunities.
not only provided me with the opportunity on site but has continued to support
me with resources and links to key people that supported change in other
residences like the Kings Fund Project which funded the Enhancing the Healing
Environment Programme. The Kings Fund
Project also supported the changes in the health area at Hindley Youth Offender
Hindley young people were core to the consultation process, as they should be, and
other stakeholders were included which resulted in the clinic area being
transformed to a safe user-friendly space.
Young people in Hindley had high levels of non-attendance for their health appointments, however, since the change of environment this has improved by 67% with no incidents of vandalism/graffiti in the health area. The space has been used for health promotion activities such as “beer goggles and remote-controlled cars”.
Below is a picture of the health waiting area from Hindley Youth Offenders Institute designed by the young people. I felt I had to include this as it is so far from anything I have seen currently in New Zealand. The lighting, colours and ambiance instantly promote a sense of warmth and comfort.
Health is a right for all young people in New Zealand wherever they may be placed. We can learn much from these models in the UK that are achieving improved outcomes for young people. Many of the care facilities in New Zealand are not fit for purpose now and would benefit from applying the Enhancing Healing Environments framework to them. As NZ systems for children and young people are changing from large residential environments to smaller units the evidence still applies – create environments that promote healing.
The Vodafone Foundation Innovation Fund has been set up to support innovative work that aims to create better outcomes for our most excluded and disadvantaged youth.
We are looking for proven or promising ideas, projects and programmes that align with our strategy, generate outcomes in one or more of our five keys areas, and that utilise technology in their implementation or dissemination.
We thought we’d share a few examples of the projects we’re funding, so potential applicants have a better idea of what we’re looking for.
In our most recent round, in early 2018, we funded the following projects. These are just short descriptions of the projects, for more detail we’d recommend contacting our amazing community partners directly.
At our seed funding level (up to $10,000 to scope out a project, or test it’s feasibility) we’re funding:
MYRIVR Trust. Building from the success of their MYRIVR app (a free nationwide app that provides a location-based database of community health and social services), we’re funding this awesome team to engage with young people to co-design a potential ‘Youth Voices Portal’ or ‘Virtual Youth Council’.
Vibe (Hutt based Youth One Stop Shop), in collaboration with Spyre. We’re funding Vibe to conduct a feasibility study of a business model and app that provides a means of support for a young person to achieve their goals by way of reminders, communication with key support people, and an incentives system. The funding will also be used to support the next steps in the development of the Spyre mobile application and website.
Christchurch Early Intervention Trust. This amazing group are developing an early intervention smart-phone based app to deliver training in managing challenging behaviour in children to parents, teachers, social workers and others. Our funding will be used to develop the first batch of materials; scope the feasibility of delivery by smart phone to parents, teachers and others; and begin to test the market for this service with parents.
At our pilot funding level (up to $50,000 to pilot an innovative idea) we’re funding:
Maoriland Charitable Trust. We’re providing funding support for the establishment of M.A.T.C.H – The Maoriland Tech Creative Hub at the Maoriland Hub in Otaki. Through M.A.T.C.H, Otaki based rangatahi will have access to mentors, workshops, hackathons, creative challenges and creative free-play in a youth centred space. With a focus on rangatahi Maori, this project will help prepare young people for the future of work.
Youthline Central South Island. We renewed pilot funding for this group to continue to test and develop a digital mentoring programme. In their programme young skilled mentors connect with disadvantaged and excluded young people through the use of mobile phones and existing smart phone applications. Mentors receive mentoring training to support them in their new digital role, and greater geographic reach is enabled through the programme.
Tokona te Raki Maori Futures Collective. Tokona te Raki have developed an online data tool using predictive analytics to show where Maori are in the workforce, where jobs will be in the future, and to map the vocational pathways to take rangatahi to the meaningful jobs for the future. This project is to enable a rangatahi co-design process and the digital development of a careers tool based on this data.
Tāmaki Community Development Trust. The Tamaki Youth Wellbeing Project will see eight ideas, put forward by the community, move into their second testing phase. These eight ideas aim to grow youth wellbeing, and reduce the high numbers of youth suicides in the Tamaki community.
Rotorua Community Youth Centre. This project will enable customisation of an innovative IT digital platform for connecting and exchanging information between a young person and the agencies and community organisations that are supporting them to achieve their positive goals. The platform will include the development of a common framework to allow youth services and organisations to support rangatahi collectively and consistently.
We have also got a few projects underway at our scale funding level, but this round we are not opening the scale funding for public applications.
We’re really excited to have begun our funding relationship with each of these groups, and look forward to receiving more applications in our upcoming round.
The Vodafone NZ Foundation today announced their largest ever charitable grant of $700,000. The grant, along with significant wrap-around support, will enable Zeal to scale their programme supporting young people disclosing mental health crises online.
The grant will be used to scale up Zeal’s Online Crisis Intervention programme which will allow them to save more lives.
This is part of the Vodafone Foundation’s commitment to halving the number of excluded and disadvantaged youth by 2027.
Head of the Vodafone NZ Foundation, Lani Evans, says this partnership is even more important at a time when the latest mental health research reveals shocking statistics for Kiwi youth.
“New Zealand’s suicide rate is the worst in the developed world, with the highest number of suicides in the 20-24 year old group . It’s absolutely tragic, and we want to do everything we can to help our rangatahi.
“The latest research shows one in four young people are online almost constantly and often see others post about mental health crises online. In 2016, we began a partnership with Zeal to test an innovative idea that provides support to young people in crisis in a format that is relevant to them. Since the inception of this idea, we’ve provided Zeal with financial support, as well as technical expertise and volunteer time,” said Lani.
Zeal’s solution, which is called Online Crisis Intervention, reaches out to young people in crisis online and provides meaningful, interpersonal support, helping them get to a better place and in some occasions has even saved lives. The partnership also plays an important role in the Vodafone Foundation’s 10 year strategy to use technology to create better outcomes for rangatahi and save lives through innovative, scalable solutions.
General Manager of Zeal and Director of Online Crisis Intervention, Elliot Taylor, explains how the grant will help save more lives.
“The Online Crisis Intervention programme is a global first. Our vision is to get help to every young person in crisis online. Thanks to the Vodafone Foundation’s support, we have the opportunity to turn this dream into a reality and to ensure all young people receive support when and where they need it.
“Our team of volunteers is trained to respond to young people and offer care and support. They are currently live 21 hours a week and have 8 conversations a day. Our aspiration is to provide a 24 hour service and respond to all young people within 5 minutes,” Elliot said.
The team at Zeal and the Vodafone Foundation share the vision to see more young people in New Zealand living lives they value.
The Vodafone Foundation goes beyond funding. It leverages Vodafone’s technology, power, and business support and will also use its global reach to help spread awareness of this programme to positively impact the lives of more young people around the world.
Sarah Longbottom, Executive Director, Ngä Rangatahi Toa
I believe that truly, madly, deeply caring for yourself is a mark of human evolution; it is how we shed our skin to become refined and better versions of ourselves, and effectively contribute to the lives of others. For inclusive and transformative leaders, self-care is not something you do so you can keep on working. Self-care is the work. The love, kindness and compassion manifested in caring for yourself will permeate the chinks in the armour of the status quo, resulting in the true and sustainable change we seek.
Sarah Longbottom Photo: Dan Eriksen
The disciplined work of self-care is more than just ‘knowing what fills your tank’, although this is the place we may start. Truly caring for yourself requires you to relentlessly lift the veil on the matrix of social reality, and back yourself to go against the grain of conditioning. While we all stand on the shoulders of giants – those who have taken up arms against the oppressor and who have made great sacrifices – to sustain societal change at the core level of humanity we must let go of the strategies and reactions we have relied on to get us this far, for they won’t take us any further. As leaders, we must learn to unlearn, and understand that to create a conscious and awake world, we must first be conscious and awake ourselves. We must lean in to the ebb and flow of existence, not resist what is. At a transformational level, the work of self-care must become more than something we ‘do’ to armour up and go back out into the battlefield to fight for what we believe in. It must be something we intentionally become so that the battlefield itself transforms. We can elevate the micro practices of self to a macro evolution of society by embodying self-care at an intrinsic level, being vigilant in following the breadcrumbs back to where the stories we tell ourselves are first written, and holding space for all others to do the same.
Self-care is a practice and you do get better at it but it does not mean re-making yourself into an image of perfection, it simply means you accept what is and stop being at war with yourself. Self-care means being able to let go of self-loathing and love yourself, especially when you have hurt someone. Self-care means being able to sit with shame and be kind to yourself, especially when you’re jealous, angry and mean. Self-care means being able to quiet the busy mind and have compassion for yourself on those days you are so far down the rabbit hole you can’t think of one good thing you’ve ever done in your life. Self-care is about not battling against your chaos, but instead working to lessen its impact by accepting and loving all parts of yourself, even those parts you may vehemently wish were different. Self-care is the condition that will evolve us out of the mire of the human soup to where we can be of most service to others, for as we accept ourselves, we accept others. As we show ourselves love, kindness and compassion we are able to extend this wholeheartedly to all others, arriving at the place of joy and interconnectedness where suffering finds no ammunition. This viral antidote to the malaise of modern life is mos def a crackin new normal I can get with.
Herald Theatre Group Photo: Dan Eriksen
From a perspective of social change, I am particularly into this ‘new normal’ that practising self-care can gateways us into. Like many excellent humans I know and love, I am attuned to the dangerous narcosis of that which is ‘normal’. While traditionally ‘normal’ may bore and confound those who are committed to innovation and change we now need to wake up to the fact that normal is not the humdrum anymore; hidden behind the white picket fence, normal has devolved into the outrageous and the inhuman. Normal is a growing underclass in New Zealand. Normal is a family of seven living in a car. Normal is the amazing young people we work with being statistically more likely to go to prison than to University. I recognise normality as a collective insanity that robs us of our ability to connect, empathise and be human. I also recognise that standing on the same old battlefield, passionately fighting the same old fight, does not lesson this insanity, it feeds it. Cultivating an internal equilibrium that enables you to not react from your place of chaos but instead stand witness from your place of peace breaks the cycle of perpetual resistance, making the first crucial step in evolving out of this state of madness.
The new normal we need has its genesis in self-care, which requires us to practice radical acceptance of all parts of ourselves and be our own best friend rather than our own worst enemy. It requires us to embrace the against-the-grain process of showing up and being seen, disarming our shame, fear and self-loathing with love, kindness and compassion. The pith of the power of self-care as social change lies in the fact that each of us is a microcosm of the world – everyday battles waged in an internal chaos manifest the battles of insanity that are waged in the world. As we learn to lay down the weapons we have been conditioned to wield against ourselves and others our new normal becomes one of acceptance and profound love for the world. As peculiar as it may sound, as we accept ourselves we accept that many live in poverty in New Zealand. We accept that a car may also be a coveted form of shelter, and that there are slippery pipelines to prison in the communities we serve. This acceptance is not resignation or passivity, it is a process of change and evolution and it is from here that we can take considered action.
Herald Theatre Opening Night Todd and Yvonne Photo: Dan Eriksen
When we choose to work on and evolve ourselves we are choosing to embody the fierce grace that will evolve the world. For leaders who imagine other ways of seeing and being self-care is an incubator for change and the best example we can set. Taking a deep dive into the marrow of our own existence strips away the armour of conditioning and story. Our new normal is born from this place of self-care. It is an armistice for all of our battles that when embraced and shared will change our world on a cellular level.
The Vodafone Foundation has been operating for more than 25 years globally and 15 years locally. Over that time, we’ve invested more than $25 million in NZ communities.
For the last 12 years we’ve been focused exclusively on youth development and the World of Difference has been our flagship programme, supporting more than 100 World of Difference recipients and Fellows and all of them have been incredible.
We’re incredibly proud of what we do and we’re incredibly proud of the impact our community partners have had. Their work has had a consistent and powerful impact on the well- being of young people all around the country. But after 12 years, we thought it was time to re-examine our approach. We had three key questions – is our funding moving the dial for our most excluded and disadvantaged? Are we generating the best outcomes for the sector and our recipients? And are we bringing what is uniquely ours to the table – are we leveraging the power of Vodafone?
Over the last 6 months, we’ve run 5 stakeholder hui around the country, commissioned a literature review of successful interventions, a social psychology project looking at alumni, an economic analysis and an evaluation of our historic work. We wanted to involve our community, our partners and independent researchers in the strategy review process.
We discovered a lot – and a lot of it was good. People love our focus on sector leadership and on building strong relationships, the alumni network we’ve built is considered an invaluable resource and our flexible, responsive funding is generating positive outcomes. People expressed a desire to see us do more to leverage the power of Vodafone, tackle the harder issues and support more collaborative work.
We also found some unintended consequences hidden within our work. Our social psychology study found that our recipients have incredibly high levels of care and compassion for their communities, but lower levels of resilience. Combining these two characterstics with the individually focused, time-bound World of Difference funding, has contributed to burn-out and poor self-care among some of our recipients. And that’s not what we want.
Jo Christie – Human Resources Business Partner, Vodafone New Zealand
Our new strategy will see changes to our funding models and changes to our focus that are designed to improve our practices, support our partners and generate real, sustainable change for our most excluded and disadvantaged young people. Our new strategy will also see us bring what is uniquely ours to the table – including the skills, expertise and global influence of Vodafone.
Our big hairy audacious goal remains the same – we want to see all young people in New Zealand living lives they value. But we’re stepping up our game. We want our focus to be narrower and our commitment to be bigger. Our aspiration is to have an Aotearoa New Zealand where all young people are able to thrive. According to Treasury data there are 210,000 children and young people who don’t have access to the resources and opportunities they need to grow into the great adults they want to be.
We embarking on a 10 year, $20 million journey to transform the lives of these 210,000 young people. Our aim is to halve the number of young people at risk by 2027.
It’s an ambitious goal. We know we’ll have to change our behaviour in order to do it.
We’ll need to take a longer-term view: the problems these young people face are complex and complicated – there are no easy or fast solutions and making short-term grants isn’t going to cut it. That’s why we’re committing $20 million and 10 years to thinking and acting in this space.
We also can’t do it alone. We want to work together, focusing on collaborative action and on constant learning. We will be guided by research, by community feedback, by our incredible World of Difference alumni and by our expert advisory network and we will continue to develop and iterate as we go.
And we intend to bring what is uniquely ours to the table. As the Vodafone Foundation we can leverage a global telecommunications company, with its huge human resources, specialised business, network and technology expertise.
Murray Osborne – Head of Public Sector, Vodafone New Zealand
The new strategy also means changing our funding models and our funding focus – to take into account what we’ve learnt and point us in the direction we intend to go.
Our new funding streams will aim to generate impacts in five key areas. We want to create better outcomes for:
– Youth who have interacted with the justice system, themselves, or via their caregivers;
– Young people who have had interactions with Child Youth and Family or Oranga Tamariki;
– Young people who are not engaged in meaningful learning;
– Rangatahi Maori;
– and young people who are long term beneficiaries.
That doesn’t necessarily mean focusing on programmes working directly with those young people, but on the systems, environments, contexts and ecosystems that wrap around and contain their lives.
We’ll be doing this with through funding programmes focused on innovation, collaboration and disruption, and we’ll be using a lens of constant learning and iteration.
INNOVATIVE: Our innovation fund will focus on an innovation pipeline approach, with seed, pilot and scale funding that will move and shift according to the needs of the recipients. We’ll have varied funding amounts and multiple grant rounds each year, allowing organisations to move through the pipeline based on their timelines, not ours. And we’ll be focused on using our technology to create positive change.
Our first call for applications will begin on the 1st of June and we hope to see our World of Difference Alumni and new community partners in the mix.
Our Innovation approach will also see us work alongside Vodafone Xone to pilot a community accelerator that will rapidly develop, test and disseminate technology based solutions for community problems.
Lani Evans – Manager, Vodafone New Zealand Foundation
COLLABORATIVE & DISRUPTIVE: Our collaboration and disruption funds will see us continue to fund Voyce Whakarongo Mai in partnership with Oranga Tamariki, Tindall, Todd and Foundation North and continue to work with Wayne Francis Charitable Trust, Te Ora Hou and Alternative Education Consortium on building better outcomes for young people in alternative education.
We’ll be working with our advisory network, alumni whanau, government and wider community to set additional priority areas for the year ahead.
ITERATIVE: We also aim to be a learning organisation. We want to tackle wicked problems – the complex, complicated, intergenerational issues that affect our most excluded and disadvantaged youth. There are no easy or obvious solutions and, as we move forward, we’ll undoubtedly come up against the boundaries of our own knowledge. We want to keep pushing our learning edges, thinking, exploring and bringing the voices of sector experts and lived experience into the room.
We’re going to get it wrong. And hopefully we’re also going to get it right.
As we move forward, we’re going to be leveraging the power of the business via our technology, our people, our ability to influence and our ability to motivate and galvanise a movement for change
This is an ambitious goal. But if philanthropy, community, government and business come together and we all bring our unique resources to the table, whether those be financial or expertise, we believe we can do it. And in fact, we believe that it’s our obligation to try.