What We Do


The Foundation has a number of purposes but an important one – primarily because of its strategic impact, is providing support to community develop-ment-focused organisations, volunteer groups and practitioners situated principally in New Zealand with a range of needs and services that facilitate continual community development and growth in a sustainable manner, in these areas: 

  • Developing strong and inclusive communities;
  • Supporting families, children and young people;
  • Building strong and resilient whānau, hapū and iwi;
  • Empowering vulnerable organisations serving disadvantaged people; and,
  • Strengthening the Third Sector through initiatives and projects that sup-port a diverse set of community development-focused organisations who work with high-need, low-support populations.


Most voluntary and community development-focused organisations in New Zealand often experience hand-to-mouth existences. It is a systemic symptom which characterizes our country’s Third Sector. In many cases often than not, these well-meaning organisations run their daily operations on an ad hoc ‘empty tank’ basis. When crisis does happen, many shut down. 

In terms of capacity they lack human resources, skills, systems and processes that are required to operate efficiently and sustainably. They are unable to produce meaningful outcomes for their communities – particularly those with high needs on low support,  because their levels of governance training, man-agement systems, strategic planning and communications, funding and fund-raising capabilities are at best, minimal or non-existent. They have very limited access to appropriate, effective and affordable capacity-building advice, support and services. 

As a foundation, we actively seek and develop partnerships. We co-promote other community-based organisations with similar aims, purposes and object-ives. We advise and help them strengthen their internal and external capacities, capabilities and expertise in developing and delivering community-related pro-jects and services. 

Among other things we do, we engage with partners who generally are involved in strengthening the Third Sector particularly those with a focus on supporting families; those involved with providing community and social service across all sectoral levels and demographics; those who work with faith and regional communities; those who encourage enterprise and employment; and, those who face barriers to progress as a result of the digital divide.


Currently, our focus is to develop, promote and provide a range of online in-formation, communication and technology capabilities using connectivity provi-ded by the Internet and new Web-based tools and techniques designed to serve, assist and encourage other organisations, communities and their stake-holders to grow together sustainably. 

Having said this and for avoidance of any doubt, however, the Foundation wishes to make it clear that it is not an ICT service provider.


The Foundation’s strategic approach towards developing communities and part-nerships stands on three pillars:

  1. Enhancing the capacity and effectiveness of organisations and stakeholders involved working in the field of community devel-opment and social change;
  2. Introducing and implementing innovative user-centric solutions that allow it and its partners in community development to func-tion optimally for today and the future; and,
  3. Bring those solutions downstream to benefit other community-based organisations as beneficiaries until more individuals in communities they serve become themselves end-users.

Taken together, what this actually means is that their success becomes the Foundation’s success.

| What Do We Do | Scanning The Environment | A Situation Analysis |

| What We Want To Do | The Immediate Beneficiaries | Our Commitment |


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Over the course of the last 15 years, advances in hardware, software, and networking technologies have amplified the potential benefits that ICT now holds for strengthening both internal and ex-ternal capacities and capabilities of community de-velopment-oriented organisations. 

Yet, here in New Zealand, the majority of such or-ganisations we have scanned reveal that they still employ 19th Century tools to address 21st Century problems and challenges. To a large extent, this explains why individuals in our communities – the very people who need the most help, are not being better served and why a large swath of societal problems still persist. 


Because of this prevalent environment, the Board of Faith in Families Foundation rapidly realised that, if one wants to effectively run any community-focused organisation efficiently, expand its reach and increase its impact and relevance in actual community settings, one would first need to systematize its major work functions. This is true no matter what they do or how large or small they are. They’ll need – a system. 


Systems exist to make all our lives more liveable, ordered, familiar and un-derstandable. It makes everyday work easier for us to perform, share or deliver. It brings the realms of ambiguity and chaos into order; it organises, and it helps make things happen much quicker in a more focused and sustainable fashion. 

The value of information systems for organisations that do community develop-ment and other charity-based work in service of others are that these can maintain corporate-body histories, experiences, expertise and knowledge that all stakeholders hold. 

The systems themselves – not people, then become the stable structure of the organisation. People will be free to come and go, but the value of their know-ledge and experience is incorporated into the ‘system’ that helps them and their successors build up a knowledge base invaluable to running their own organ-isation more sustainably.

| What Do We Do | Scanning The Environment | A Situation Analysis | 

| What We Want To Do | The Immediate Beneficiaries | Our Commitment |


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Traditional information processing paradigms (i.e., paper-based work environments) of knowledge management today are mostly devoid of capabili-ties for continuous learning and unlearning brought upon by discontinuous internal and environmental change.

The core capabilities which you might confidently have today become tomorrow’s core rigidities be-cause the body of knowledge are not being given an opportunity to grow, ex-pand or renew itself. 

Therefore, proper design and use of automated knowledge-based management systems ensures that adaptation and innovation of an organisation’s perform-ance and outcomes occurs in alignment with the changing dynamics of both their internal and external environments. 


But, in order to be able help other community-based organisations work more sustainably in the dynamic environments they face at the community level, regardless of whether they are focused on health, education, employment, etc., the Foundation must necessarily first address itself building up its own core internal capacities and capabilities using ICT as the driver to help others move forward. 

This enunciated objective, one among others found in its own set of Trust Deed purposes, has now become its first order of business. 


For any organisation, acquiring and employing ICT-based systems is both com-plex and expensive. Complex because most people do not have knowledge or expertise in specifying detailed functionalities and features of software which they really need. Resultantly, they either get it wrong or never get down to doing it. Expensive because technology has never been known to be other-wise. 

There are also challenges that arise when attempts are made to integrate dif-ferent systems under a common platform. Getting these to work seamlessly together on a wide-scale computerized network often involving remote locations that could involve thousands upon thousands of individual end-users. 

Because the Foundation has a clear ICT development approach and strategy, these seemingly daunting tasks and challenges actually turn out to be oppor-tunities when viewed in light of economies-of-scale and when ‘cloud computing technologies are taken into consideration.

| What Do We Do | Scanning The Environment | A Situation Analysis | 

| What We Want To Do | The Immediate Beneficiaries | Our Commitment |


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What We Want To Do


We want to enhance the capacity and effective-ness of organisations and stakeholders involved in working in the field of community development and social change. We want to ensure that relevant infrastructure, management and systems are in place to achieve quality, best practice and excel-lence in our delivery and accountability to all stakeholders. We wish to also make ourselves av-ailable to other community development-oriented organisations who serve our people by strengthening and developing their own internal and external ca-pabilities and capacities through judicious use of 21st Century technologies. 

This is the Foundation’s vision for the very near future. 


The Foundation is now looking for funding support, money which it does not yet have, to cover expenses that include investments in ICT. It wishes to create the required organisational infrastructure and thereafter, introduce and implement innovative user-centric solutions that allow the Foundation and its partners in community development to function optimally for today and the future and then bring those solutions to benefit other community-based organisations as downstream beneficiaries until more individuals in communities they all serve become participants and users themselves. 

The Foundation plans to embark on this activity today principally by commis-sioning the specification, development, construction, testing and completion of several ICT-based systems. 

These system involve several types of automated work functions and ones which cover work activities common to all organisations –  modern technologies capable of handling  such  things as  detaining, storing, organising, retrieving, manipulating, displaying, disseminating or broadcasting information in accord-ance with an organisation’s purposes and objectives. 

To do this, the Foundation needs to build itself up as a knowledge-based or-ganisation and then eventually take that paradigm and broaden its footprint further out into the community at large. 


Our modern world presents many challenges that cannot be met by central or local governments acting alone. Broadband access is now a prerequisite of so-cial and economic inclusion. To address these challenges effectively, it is be-coming clear to many that harnessing and combining the energy, ideas, inno-vation, and resources of people living in local communities is the way to go. 

Over the past 10 years, we’ve observed that local councils throughout New Zealand have in some ways improved the quality of services they offer families in communities. But even then, we need to move on to the next logical stage in that process – cultivating the intrinsic power that communities hold in and by themselves. It is a powerful force waiting to be unleashed, developed and made productive. It is one capable of solving real needs because it mirrors their actual priorities. 

It is through this path of engagement and participation that we strengthen local democracy.

| What Do We Do | Scanning The Environment | A Situation Analysis | 

| What We Want To Do | The Immediate Beneficiaries | Our Commitment |


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The initiatives and developments outlined in this website demonstrates a significant opportunity for furthering development in communities particularly those which address, coordinate and facilitate whānau needs within our own organisation and its partners as well as the establishment of infra-structure and funding systems that enable more efficient approaches to the delivery of care to the wider community. 

Combining industry best practices with technology and also some aspects of a whānau ora approach will lead to improved health, social and educational outcomes for Māori, Pacifica and the general population. It is recognised too that the same principles equally apply to other population groups as well. 

Faith in Families Foundation has long recognised the need for organisations working in the coalface of local communities to provide a more efficient frame-work of provision of services in line with development and management of the workforce, and accordingly, with access to higher quality levels of technologies and tools. 


Our areas of priority for organisations and their management include charitable trusts and foundations, district health boards, health and social services organ-isations, educational institutions, non-government, faith-based and migrant or-ganisations, practitioners, marae, iwi, and hapu to bring about: 

  • greater flow and protection of information;
  • effective stakeholder and relationship management;
  • developing new approaches to assessing and managing client needs;
  • development of new technological approaches, ICT, and web-based tools to ensure efficiency in the provision of services; and,
  • Higher quality of performance and support of practitioners and manage-ment supplemented by higher quality tools and resources. 

Likewise, areas of priority for whānau, families, Maori, Pacifica, migrant commun-ities and the general population include: 

  • best health, social and educational outcomes;
  • clear understanding of goals and pathways to achieving set goals;
  • greater confidence and trust in the provision of efficient services;
  • greater and effective access, coordination and integration of services; and,
  • empowerment to take ownership of their development and self-man-agement.

| What Do We Do | Scanning The Environment | A Situation Analysis | 

| What We Want To Do | The Immediate Beneficiaries | Our Commitment | 


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Our Commitment


Our commitment is to ensure that families and those working with them have access to 21st Cen-tury approaches to analysis and self-management of their needs. But the core purpose, in each of those cases, will be achieving their set goals. This is because the measurement of our success and those of all constituents and stakeholders will largely be determined from outcomes that reflect the aspirations of the people themselves. 

The key to developing these bespoke systems is the Foundation’s partnership with Digital Summit Ltd., who will provide advice, expertise and project man-agement skills to ensure that specified ICT tools and resources of the highest quality are built and delivered. 


Across the wider Auckland region, as in all regions across New Zealand, there are families who are accessing scores of services to address their needs. How-ever, the coordination and facilitation of these services and the initial analysis are working according to an old model or approach. 

Our wide experience in areas of health, education and social services, both in Māori and mainstream, have given us cause to develop these new systems and approaches so that the Foundation will eventually be able to provide a wide array of services. 

The Foundation will target the provision of support to both small- and large-sized organisations and institutions within the Auckland region and respectively, to other regions within the next 3 years if all goes according to plans. 

Contracts will be serviced with the assistance of strategic alliances and partner-ships forged with other organisations that provide and enhance community development on a wide scale. 

Already we have service commitments from iwi, hapu, marae from Waikato through Northland regions, and other charitable trusts in the Auckland region respectively in Counties Manukau. We plan to aggressively build our client and network base firstly within the wider Auckland region and ensure high quality professional services across the spectrum of stakeholders. 


This new paradigm of engagement will be made possible by harnessing the power and benefits of internet connectivity as a tool to support communities designed to enable them to determine their own development priorities and achieve sustainable community outcomes. 

It will be proffered to these communities more clearly as the as the interplay of converged elements through an initiative that aims to express, increase and sustain their: 

  • confidence;
  • capacity;
  • capability;
  • cooperation;
  • cultural content; and,
  • connectivity. 

By design, it will offer opportunities for stakeholders to become more actively involved in accessing key local public services that they really need. It will highlight the benefits that arise when people themselves play a proactive, more meaningful role in shaping the services they use for better outcomes in their communities – one that reaches right across the board, from supporting people who want to take an active role in their own communities, to giving them con-nectivity that delivers better access to and use of information and knowledge, and opening opportunities to better networking. 

Taken together, these are the important keys that can be used to solve some of the most difficult and complex neighbourhood problems and issues because, we believe, that the parts are greater than the whole.

| What Do We Do | Scanning The Environment | A Situation Analysis | 

| What We Want To Do | The Immediate Beneficiaries | Our Commitment |

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A Public Service Announcement
Brought To You By:
Faith in Families Foundation

The 6.3-magnitude earthquake near Christchurch has caused significant dam-age.

Watch The Video

For the latest information and advice visit the following links:


People concerned about the well-being of friends and relatives in Christ-church should use text messaging to check if they are safe to minimise over-loading the phone network.

If you are unable to contact a friend or relative in the Christchurch area, call the Red Cross Person Enquiry Line 0800 REDCROSS (0800 733 276). Red Cross will be able to tell you if they have registered with Civil Defence. Please do this before reporting friends and relatives missing.

People enquiring from outside of New Zealand should call +64 7 850 2199

A special phone help-line has been set up for people seeking information about Govern-ment services and support. It is 0800 77 9997

For those with limited English skills you can phone the interpreting service Language Line. They can provide you with assistance and information you may need.

The following agencies offer assistance in your language. Other agencies which use Lang-uage Line can be found at: www.languageline.govt.nz

  • ACC Claims………………………………………..    0800 101 996
  • Christchurch City Council………………….    03 941 8999
  • Work and Income……………………………….  0800 559 009
  • Child, Youth & Family…………………………   0508 326 459
  • Housing New Zealand Corporation……  0800 801 601
  • Earthquake Commission……………………   0800 326 243
  • Inland Revenue…………………………………    0800 227 774
  • Heathline…………………………………………..    0800 611 116

It is also advisable that foreigners who are in New Zealand for a holiday, on business or to live, register their contact details with their Embassy or High Commission. The information helps foreign governments to contact you and your family in the event of an emergency. You can find details on the Diplomatic and Consular Repre-sentatives from your country by visiting this link:


Disasters happen quickly and without compassion. We cannot prevent disasters but we can all take simple steps to reduce the impact, and be better prepared to recover quickly.

Find out what you and your family can do at home, at schools and at work by visiting the following links:

Get Ready and Get Thru (www.getthru.govt.nz)
www.whatstheplanstan.govt.nz for kids and schools

Our thoughts and prayers are with the affected families in Christchurch in Canterbury.

Thank you.

Laura Cendak
Settlement Coordinator
Settlement Support New Zealand
Wellington City Council | 101 Wakefield Street
PO Box 2199 | Wellington | New Zealand
Phone: (64) 4 803 8706 | Mobile: (64) 021 227 8706
Email: Laura.Cendak@wcc.govt.nz
Website: www.wellington.govt.nz/move

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