Hunter Joint Organisation of Councils. Presentation to Regional Collaboration and Shared Services Workshop
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1 Hunter Joint Organisation of Councils Presentation to Regional Collaboration and Shared Services Workshop
2
3 Structural Context
4 Our Former Structure: Hunter Councils Incorporated Administration, Finance and Technology Local Government Training Institute Leadership and Development Australia Environmental Services Regional Procurement Screen Hunter Consultancy Services Strategic Services Australia Limited Hunter Records Storage Local Government Legal Professional Teams
5 Hunter Councils Incorporated Administration, Finance and Technology Environment Screen Hunter Consultancy Services Strategic Services Australia Limited Hunter Records Storage Regional Procurement Local Government Training Institute Leadership and Development Australia Local Government Legal Hunter Joint Organisation of Councils Regional Advocacy / Government Partnerships Strategic Services Australia Limited Hunter Records Management Regional Procurement Local Government Training Institute Leadership and Development Australia Administration, Finance and Technology Environmental Services Screen Hunter Consultancy Services Internal Audit / Risk Management Local Government Legal
6 Focus Areas
7 1. Formalising, with DPC and relevant other agencies, protocols, frameworks and strategies that will: integrate, communicate and correlate local community / local government priorities within future Hunter Regional Plans, agency planning processes and overall reporting mechanisms, and facilitate the actioning of State Government priorities through the actions, funding, resourcing and advocacy of local councils in the Hunter 2. Pursuing cooperative strategy with the Department of Planning and Environment and other State Government agencies in regard to the development and implementation of the Hunter Regional Growth Plan and on other approaches such as the Pacific, New England and Golden Highways corridors strategy (Roads and Maritime Services)
8 3. Cooperative strategy with the HIIF, HDC and other relevant agencies and agency documents on the development and costing of a priority listing of regional infrastructure projects including social infrastructure projects 4. Cooperative strategy with relevant State Government agencies on a Hunter placed-based service delivery framework including the trialling of that approach in nominated local government areas 5. Development, in conjunction with relevant Government Ministers, Destination NSW, Trade and Investment and the industry of a new and sustainable model for the coordination of regional tourism strategy and development
9 Lessons learnt to date: 1. State agencies are keen to work with the JO and see it as a potentially significant resource in maximising the effectiveness of their programs 2. The JO role requires significant and sometimes challenging input from Mayors. This input needs to be supported / required 3. Effective communication is necessary with member councils and member councillors in particular so that whole of region buy-in to initiatives can be promoted. This communication needs to be driven at a local level 4. As the profile and output of the JO increases there may be potential for the political process and in particular the party political process to impact on intergovernmental relations and buy in. This has not been an issue in the Hunter historically, but it could emerge as a whole of state JO issue
10 5. The Hunter s profile at a regional level in local government in the past has been built on the strength of its joint business operations. We need to transition this profile to a focus on our strategic strength through the JO 6. We remain absolutely committed to the JO Board being a Council of Mayors and the Board of the trading entity being the Council General Managers (and one day, perhaps, skills based individuals). The accountability mechanisms of the trading entity to the Council of Mayors / owner councils are currently being reviewed and are proving interesting 7. We remain absolutely committed to the separation of the strategic role of the JO from the commercial role of a trading entity.
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