Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

14
Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager

Transcript of Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Page 1: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Hamilton’s Strategic Framework

…two years on

Tegan McIntyreStrategy and Research Manager

Page 2: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Recap: strategic framework for the city HCC co-ordinated the development of a suite of

eight City strategies

— Social Well-being Strategy— Economic Development Strategy— Environmental Sustainability Strategy— Creativity and Identity Strategy— ACCESS Hamilton— Active Communities Strategy— CityScope (urban design)— Hamilton Urban Growth Strategy (HUGs)

Together the strategies attempt to address the issues of the growing city and deliver on the vision of a Vibrant Hamilton

Page 3: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

All about partnerships Partnership approach essential

— Hamilton City Council a relatively minor player in the servicedelivery of some well-beings

— Council plays key coordinating role

Focused on City Leadership

— Advocated for City specific outcomes — Agreement to a collaborative leadership approach

Based on alignment of existing programmes and working collaboratively

Reflect a shared desire for tangible on-the-ground results— Results delivered by joint flagship projects (not necessarily new but

better aligned)

Leadership Forum members signatories to the final strategy

Page 4: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Leadership documents

Page 5: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Focus on Priorities Each strategy identifies 4-5 key theme areas

These ‘priorities for action’ identified collaboratively by the city’s CEOs

Built on existing knowledge

Provide a more targeted focus

Strategies not designed to solve all problems—By prioritising and just focusing on key areas however we

aim to make a real difference on the ground

Page 6: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Flagship projects – a snapshot

Poets corner community renewal

Improving Outcomes for Youth At-Risk

Campaign for action on family violence

Digital Hamilton

Ruakura Innovation Precinct

Visitor attraction

SODA Inc

Hamilton Business gateway

Review of the District Plan

Earth Hour

Waiwhakareke Natural Heritage Park

Back to Earth – considering regional green waste scheme

Getting Families Active

Water safety programme

Sport Information Analysis

CityHeart revitilisation

Page 7: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Social Well-being Strategy

What’s our Vision?

Ensuring that our young people are optimistic about their future, that our neighbourhoods are safe places to live and that people have a good quality of life and feel empowered to contribute to life in the city

Our vision is also about strong collaborative leadership

Examples…

Page 8: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Strategy Leadership Group Peter Waru, Regional Manager (Central North) - Family and Community

Services Blair Gilbert, Regional Team Manager - Ministry of Youth Dev Andrea Goble, Chief Executive - Community Waikato Mere Balzer, Chief Executive - Te Runanga o Kirikiriroa Brett Paradine, GM Planning and Funding - Waikato DHB Pia Searancke, Regional Manager - Housing NZ Terry Quinn, Operations Manage - Child, Youth and Family Superintendant Allan Boreham, District Commander – NZ Police Meran Davis, Dean – Wintec Gail Campbell, Regional Director - Te Puni Kokiri, Waikato Region Te Rehia Papesch, Regional Commissioner - Ministry of Social

Development Johnine Davis, Tribal Development Unit - Waikato Tainui Linda Bendikson, Regional Manager Central North Region - Ministry of

Education

Page 9: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

So how has it been????

Page 10: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Great on the ground results Poets corner

— Reduced crime rates by 40%— Modernisation of HNZC stock /street make-overs— Established Enderley Computer Clubhouse— Enderley Hard Courts for basketball

An ‘improving outcomes for youth at-risk’ plan— On-going dialogue between agencies through many networks at different

levels

Co-locating our staff— Creating better links between agencies in the community e.g. Enderley,

Bader and Crawshaw

Five Kaumatua units established in Dinsdale

High impact campaign for action on family violence— “It’s Not OK” national campaign, localised for Hamilton— Phase 2: Anti-elder abuse and child abuse messages

Page 11: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Great on the ground results Earth Hour huge success in Hamilton

— Held in the Cityheart, including live music, restaurant and bar events & and earth market.

— 2010 Hamilton had highest participation rate of any NZ city.

Waiwhakareke.co.nz established— Raise the profile of this Jewel of restoration.— 13 of the 60 hectares restored by end of 2010— Lead to extra $195k funding raised for project this year.

Digital strategy adopted and being implemented

CityHeart Wi-Fi off the ground

Public Art Plan adopted— Assists Council to prioritise decision-making in respect to public art

investment and acquisition for the city.— Provides a strategic focus for expressing the city’s distinctive identity.

International airport and visitor attraction projects established

Business incubators up and running

Page 12: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

The eight strategies underpin and drive Council’s business

Used to set priorities and applied to financial decision making

— SAP forms assessed on alignment with strategies

Part of the new internal brand and culture

— Go beyond

— “Is it good enough for Hamilton?”

Integral part of induction process for new staff

Strategies and LTCCP?

Page 13: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

LTCCP decision making Based on:

— An intensive Enquiry by Design (EbD) process— EbD informed the development of the

Hamilton Urban Growth Strategy (HUGs)— Focus provided by the city’s (not just Council’s)

strategic development via eight collaborative strategies

The decision-making framework identifies three levels of priority

“MEND” “EXTEND” “BLEND”

Page 14: Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.

Collaboration- it’s not easy but it’s worth it Seeking gains through alignment and

coordination is all about relationships Relationship management is a key skill

— Still learning and building trust

− Need to ensure channels of communications within partner organisations functioning and robust

− Not just staff stuff - alignment and coordination among organisations is as much about political leverage as policy debate

There is a lot to be learned from exploring differences with a common purpose

Not so much about technique but passion

What has been learned?