Hal Colebatch and Jeremy Dawkins

Sydney Harbour has traditionally been seen as a classic case of fragmented governance, involving a multitude of agencies with partial and overlapping responsibilities and often conflicting agendas, and the management of Sydney Harbour being an outcome of the interplay between them. In 1998 this fragmentation was addressed by the appointment of a Sydney Harbour Manager, with a concern to harmonise the activities of the diversity of governmental and non-governmental bodies involved in the harbour, but with no power to compel cooperation. This paper investigates the way in which the first Sydney Harbour Manager (Dawkins) set out to establish institutional links, the outcome of this activity, and the implications for the organising of governing.