Hamilton’s Strategic Framework …two years on Tegan McIntyre Strategy and Research Manager.
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Transcript of 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
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
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
Leadership documents
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
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
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…
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
So how has it been????
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
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
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?
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”
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?