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

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

2. 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

3. All about partnerships Partnership approach essential Hamilton City Council a relatively minor player in the service delivery 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

4. Leadership documents

5. 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

6. 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 Flagship projects – a snapshot

7. 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…

8. 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

9. So how has it been????

10. 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

11. 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

12. 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?

13. 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

14. What has been learned? • 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