HAWA

Hungarian Association of WA

Information about HAWA and how it represents us memberst and the non association diaszpora members. Unknown and unreported on the non existent association webstie thus see here a few samples found on the word wide web

The Hungarian government ( taxpayers ) help to keep diaszpora organisations alive and reinforeced with personnel via programs like the KCSP https://www.korosiprogram.hu/partnereink/nyugat-ausztraliai-magyar-egyesulet

hazai erosites

https://2010-2014.kormany.hu/hu/hirek/megalakult-a-magyar-diaszpora-tanacs

The foundation meeting in Hungarian parliament

https://www.youtube.com/watch?v=ubpVpvEus80

 

 

https://protocol.dfat.gov.au/Public/Consulates/89/State/8

https://www.zrobtosam.com/PulsPol/Puls3/index.php?sekcja=1&arty_id=22633

https://fipp.org.au/home/

https://121clicks.com/inspirations/istvan-kerekes-environmental-documentary-portrait-photography/

https://kerekesistvan.com/biography/

Call to action to create Virtual Community space to store and maintain shareable diaspora community legacy and history for future generations

The Magyars of WA is a portal example of creating such a space to make up for the missing digital infrastructure of the Hungarian diaspora organsiations present in WA 

The Substack publication explain this concept in details to help understand and overcome many of the challenges 🏛️ Why a Virtual Community House? - by Laszlo Jakso

Hi Laci

Thank you for attending last night's meeting.

You may be disappointed with the committee's response to your proposals, it reveals that our committee members are not operating at the higher levels of computer literacy as yet that would enable us to benefit from the Hungariaans of WA portal.

I still see the benefit of displaying our functions and activities on the porter. You can copy them from the PMH or I can send them separately.

I had a look at the attachments in your last email (above) which you recommend to be sent to members at the next AGM. The documents would need to be simplified/reworked considerably to be of use to most members. Regarding your analysis of our Constitution, I need to emphasize that it is the government prescribed "sample rules" and it would be unwise for us to change it. It is broad enough to accommodate our needs and allows us to serve the Hungarian community within our membership and financial capacities.  

Frigyes

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Dear Frigyes,

Re: Portal and Community Engagement

 

Thank you again for the discussion and feedback regarding the portal concept.

I understand the committee may currently view the portal primarily as an additional place to advertise HAWA functions and activities, and I appreciate the willingness to make use of it for that purpose.

From my perspective, however, the broader issue is the long-term evolution of how diaspora communities function and stay connected in a modern environment.

Historically, ethnic associations often played a critical role because migrants relied heavily on local diaspora structures for language support, information, employment connections, and community integration. Today, migration patterns and communication methods have changed significantly. Many newer migrants already speak English, hold professional qualifications, and build networks through workplaces, universities, and online systems rather than through formal ethnic association membership structures alone.

As a result, modern diaspora engagement increasingly depends on accessibility, transparency, distributed communication, digital participation, and preservation of community knowledge and history beyond a single physical location or membership-based structure.

My interest in the portal is therefore not simply about event advertising, but about exploring the idea of a broader “virtual community house” for the Hungarian diaspora in Western Australia — a place where community history, resources, events, knowledge, discussions, and institutional memory can remain accessible to current and future generations regardless of location or formal membership status.

My professional background in IT systems, cybersecurity, organisational systems, and governance has influenced this perspective. Over time I have become increasingly aware that many volunteer organisations face growing challenges because modern operational complexity often exceeds the capability of traditional informal volunteer structures without stronger systems, documentation, digital infrastructure, and long-term knowledge preservation.

This is not intended as criticism of volunteers personally. I recognise and respect the contribution people have made over many years under very different historical circumstances. My concern is more about long-term sustainability, engagement of future generations, institutional continuity, and how community organisations may need to evolve to remain relevant and accessible in the future.

As previously mentioned, any HAWA-related event or activity content displayed on the portal will be provided on a best-effort basis only, as the platform is independently created, maintained, and funded without financial contribution from HAWA.

 

Laci

 

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Information, history 

HAWA website 

Solution? 

https://open.substack.com/pub/thevirtualcommunityhouse/p/why-a-virtual-community-house

https://thevirtualcommunityhouse.substack.com/p/why-diaspora-communities-are-struggling

 

Social media

 

https://www.facebook.com/HunAssocWA

 

Contacts

Happy evening

https://www.facebook.com/reel/1488380865257760

 

 

 

 

 

Here’s an example of an Ethnic Community Organisation Maturity Scale that includes stages of development, with descriptions of their usefulness to the community:

Ethnic Community Organisation Maturity Scale

1. Initial Stage: Formation

  • Description:
    • The organisation is newly established and focuses on connecting members of the ethnic community.
    • Primary activities are basic, such as cultural celebrations and informal gatherings.
    • Governance and strategic planning are minimal.
  • Community Usefulness:
    • Provides a platform for social interaction and cultural preservation.
    • Helps individuals feel a sense of belonging and identity.

2. Emerging Stage: Structuring

  • Description:
    • The organisation begins to formalise its structure, adopting governance processes (e.g., committees, leadership roles).
    • Starts identifying community needs such as language classes, job support, or legal aid.
    • Basic fundraising activities are initiated.
  • Community Usefulness:
    • Offers small-scale support services addressing specific needs.
    • Builds trust and visibility within the community.

3. Developing Stage: Service Delivery

  • Description:
    • The organisation provides structured programs and services (e.g., workshops, vocational training, integration support).
    • Begins collaboration with external stakeholders like local councils and NGOs.
    • Develops funding applications to expand its scope.
  • Community Usefulness:
    • Acts as a resource hub for members needing practical assistance.
    • Increases self-sufficiency and integration of community members.

4. Established Stage: Advocacy and Influence

  • Description:
    • The organisation becomes a recognised voice for the ethnic community, advocating for their rights and inclusion.
    • Engages in policy discussions and influences decision-making at local and state levels.
    • Sustains partnerships with government, private, and community organisations.
  • Community Usefulness:
    • Provides a bridge between the ethnic community and broader society.
    • Drives systemic changes to improve inclusivity and equity.

5. Mature Stage: Leadership and Innovation

  • Description:
    • The organisation is a leader in addressing ethnic community issues and setting benchmarks for others.
    • Innovates by developing unique, scalable solutions to address multicultural challenges.
    • Operates with financial sustainability and strategic vision.
  • Community Usefulness:
    • Creates long-term impact through sustainable programs and policies.
    • Empowers the ethnic community to thrive while fostering multicultural harmony.

When an ethnic community association's board remains at a low maturity level, various stakeholders may either benefit or face challenges depending on the context. Here’s an analysis of who benefits and how they might gain from such stagnation:

Potential Beneficiaries of Board Low Maturity Level Stagnation

  1. Individuals Seeking Control Without Accountability:

    • How They Benefit:
      • A low maturity level often means weak governance and oversight, allowing certain individuals to exert unchecked influence over decisions.
      • These individuals may use the association for personal gains (e.g., promoting personal businesses, gaining social or political clout) without being held accountable.

  2. External Stakeholders with Minimal Oversight:

    • How They Benefit:
      • Sponsors, contractors, or service providers might exploit the association’s lack of financial transparency or oversight.
      • They may overcharge for services or deliver subpar programs without scrutiny.

  3. Passive Members:

    • How They Benefit:
      • Members who are uninterested in actively engaging or contributing to the association may find the stagnation convenient as it keeps expectations low.
      • They might benefit from occasional events or services without being asked for input or assistance.

  4. Opposing Organisations or Rival Groups:

    • How They Benefit:
      • Rival organisations may gain more community trust and funding as they position themselves as better alternatives to a stagnating association.
      • They can attract dissatisfied members or stakeholders who see no progress in the association.

  5. Political or External Influence:

    • How They Benefit:
      • Politicians or external groups may find it easier to influence a low-maturity board due to its lack of strategic direction and advocacy.
      • They might leverage the association for votes or symbolic support without delivering meaningful benefits to the community.

How Stagnation Harms the Community

While a few may benefit, stagnation at a low maturity level often harms the broader community, including:

  • Community Members: They lose access to well-structured programs, effective advocacy, and robust cultural representation.
  • Volunteers and Staff: Without a clear vision or growth opportunities, they may feel demotivated and disengaged.
  • Future Generations: A stagnating association misses opportunities to build resources and capacity for long-term community support.

Breaking Stagnation to Reduce Exploitation

To mitigate these issues and reduce exploitation by those benefiting from stagnation:

  1. Enforce Governance Reforms:

    • Establish clearer roles, accountability measures, and performance evaluations for the board.
    • Regularly update the constitution and policies to align with best practices.

  2. Increase Transparency:

    • Publish financial reports, meeting minutes, and strategic goals to involve and inform the community.
    • Ensure external stakeholders are aware of strict oversight measures.

  3. Encourage Active Membership:

    • Engage members in decision-making processes and elections.
    • Provide training and support for potential new board members to diversify expertise.

  4. Leverage External Partnerships:

    • Collaborate with well-established organisations to gain mentorship and operational guidance.
    • Use external audits to build trust and improve operational integrity.

While certain individuals may benefit from a low-maturity association board, the community suffers the most. Strategic reforms, increased accountability, and active member engagement can help the organisation overcome stagnation and focus on fulfilling its mission.