using culture to achieve effectiveness and efficiency in local government
TRANSCRIPT
Using Culture to Achieve Effectiveness and Efficiency in Local Government
Central Adelaide Region 2013
Population 87,574 projected 97,864 in 2031
Assets $1.035 billion
Operating Budget $74.5 million (2013-2014)
Capital Works Budget $37 million (2013-2014)
Staff 359 FTE
Development Applications 1,726
Value of Development Applications
$168.3 million
Roads 458 kms
Footpaths 776 kms
Drains 258 kms
Open space (State & Local Gov)
7.13 sq kms
Volunteer Hours $1.180 million
Library Items Loaned 881,843
Street Trees Planted 1,475http://forecast2.id.com.au/Default.aspx?id=321&pg=5000
City of Marion – Regional Perspective
2013 $’000
Land 330,348
Buildings & other Structures 79,929
Roads 342,661
Drains / Stormwater 150,367
Footpaths 93,162
Other infrastructure (car parks, reserve paths, wetlands, sports club floodlights)
22,846
Plant & equipment 7,754
Furniture & fittings 373
Other (play equipment, reserve furniture, civic art, library stock)
8,033
1,035,473
Asset Value by Category
Belief
“Love and compassion are necessities, not luxuries. Without them, humanity cannot survive.”
His Holiness Tenzin Gyatso, The 14th Dalai Lama
Financial Performance & Culture
* Underlying Operating surplus ratio for 2009/10 after adjusting for the once-off Domain Land transfer for the State Aquatic Centre is 10.0% ($4.787m) as shaded in green
-12.7% -12.4%
-6.7%
-3.4%-1.7%
-1.7%
8.0%
4.7% 4.6%
2.1%
10.0%11.8%
11.1%
-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
2002
2005
2007
2009
2011
2013
* Underlying Operating surplus ratio for 2009/10 after adjusting for the once-off Domain Land transfer for the State Aquatic Centre is 10.0% ($4.787m) as shaded in green
** Underlying Operating surplus for 2010/11 after adjusting for the once-off $5.0 million cash contribution in relation to the State Aquatic Centre is 11.81% ($6.087 million) as shaded in green
Operating Surplus Ratio
Annual Retention/Turnover Rate
Telephone Calls (Working Hours)
A Systematic Approach
2001 Introduced Culture Approach2002 Surveyed Culture
2004 Introduced Business Excellence2005 Surveyed Culture
2005 BE Self Assessment
2007 Surveyed Culture (Transformation Award)
2007 BE External Assessment (Bronze Award)
2008 Surveyed Culture (teams with low ‘07 results)
2009 Surveyed Culture (Sustainability Award)
2009 BE Self Assessment
2010 BE External Assessment (Gold Award)
2011 Surveyed Culture (2012 Sustainability Award)
2013 Surveyed Culture (2014 Sustainability Award)
Business Excellence Framework
Measuring BE – 2010 Assessment
0
1
2
3
4
5
6
7
8
9
10
Lea
der
ship
Lea
din
g C
ult
ure
So
cie
ty C
om
mu
nit
y &
En
vir
on
me
nt
Str
ateg
ic D
irec
tio
n
Pla
nn
ing
Pro
cess
Dat
a fo
r D
ecis
ion
Mak
ing
Va
lue
th
ru K
no
wle
dg
e
A G
reat
Pla
ce t
o W
ork
Bu
ildin
g O
rg C
apac
ity
thru
Peo
ple
Cu
sto
me
r &
Ma
rke
t K
no
wle
dg
e/U
se
Cu
sto
me
r R
ela
tio
ns
hip
Ma
na
ge
me
nt
Cu
sto
me
r V
alu
e P
erc
ep
tio
n
Pro
cess
Id &
Man
agem
ent
Pro
cess
Imp
rove
men
t &
Inn
ova
tio
n
Pro
cess
Ou
tpu
ts
Me
as
uri
ng
& C
om
mu
nic
ati
ng
Pe
rf
Ach
ievi
ng
Su
stai
nab
ility
‘How Culture Works’ Model
Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved.
Preferred CultureValues
Actual CultureOCI Norms
Causal FactorsLevers for Change
OutcomesEffectiveness
Criteria
Missionand
Philosophy
Structures
Systems
Technology
Skills/Qualities
IndividualOutcomes
GroupOutcomes
OrganisationalOutcomes
City of MarionPreferred 2002
N = 6
City of MarionActual 2002
N = 247
2002 N = 247 2005 N = 239 2007 N = 272 2009 N=342
Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved.
Measuring Culture
2011 N = 343
2013 N = 369
2002 Gap Barchart of Outcomes n = 247
-50.00
-40.00
-30.00
-20.00
-10.00
0.00
10.00
20.00
30.00
40.00
50.00
Stre
ss
Inte
ntio
n to
Sta
y
Intra
-Un
it Te
am
wo
rk a
nd
Co
op
era
tion
Jo
b In
se
cu
rity
Ro
le C
larity
Inte
r-Un
it Co
ord
ina
tion
Jo
b S
atis
fac
tion
Ex
tern
al A
da
pta
bility
Ro
le C
on
flict
De
pa
rtme
nt-L
ev
el Q
ua
lity
Mo
tiva
tion
Org
an
iza
tion
al-L
ev
el
Qu
ality
UndesirableGaps
DesirableGaps
HistoricalAverage
Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved.
* Gaps for negative items are reversed so that positive gaps are desirable and negative gaps are undesirable.
2011/2013 Comparison Gap Barchart of Outcomes
* Gaps for negative items are reversed so that positive gaps are desirable and negative gaps are undesirable.
Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved.
-50.00
-40.00
-30.00
-20.00
-10.00
0.00
10.00
20.00
30.00
40.00
50.00
Stress*
Intra-Unit T
eamw
ork andC
ooperation
Inter-Unit C
oordination
External A
daptability
Satisfaction
Role C
larity
Role C
onflict*
Motivation
Intention to Stay
Departm
ent-LevelQ
uality
Organizational-Level
Quality
Job Insecurity*
2011 N = 343 2013 N = 369
UndesirableGaps
DesirableGaps
HistoricalAverage
2002 Gap Barchart of the Casual Factors n = 247
-50.00
-40.00
-30.00
-20.00
-10.00
0.00
10.00
20.00
30.00
40.00
50.00
Org
an
izatio
na
l Ba
ses o
f Po
we
r
Em
po
we
rme
nt
Task Id
en
tity
Go
al A
ccep
tan
ce
Pa
rticipa
tive G
oa
l Se
tting
Va
riety
Distrib
utio
n o
f Influ
en
ce
Au
ton
om
y
Inte
rde
pe
nd
en
ce
Go
al D
ifficulty
Go
al C
larity
Co
mm
un
icatio
n fo
r Le
arn
ing
Use
of P
un
ishm
en
t
Tra
inin
g a
nd
De
velo
pm
en
t
Fe
ed
ba
ck
Se
lectio
n a
nd
Pla
cem
en
t
Up
wa
rd C
om
mu
nica
tion
Cu
stom
er S
ervice
Fo
cus
Pe
rson
al B
ase
s of P
ow
er
Do
wn
wa
rd C
om
mu
nica
tion
Inte
ractio
n F
acilita
tion
Re
spe
ct for M
em
be
rs
Tota
l Influ
en
ce
Co
nsid
era
tion
Task F
acilita
tion
Fa
irne
ss of A
pp
raisa
ls
Sig
nifica
nce
Articu
latio
n o
f Missio
n
Em
plo
yee
Invo
lvem
en
t
Go
al E
mp
ha
sis
Use
of R
ew
ard
s
UndesirableGaps
DesirableGaps
HistoricalAverage
Vision / directionUse of Punishment
Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved.
* Gaps for negative items are reversed so that positive gaps are desirable and negative gaps are undesirable.
2011/2013 Comparison Causal Factor Gap Barchart
* Gaps for negative items are reversed so that positive gaps are desirable and negative gaps are undesirable.Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved.
-50.00
-40.00
-30.00
-20.00
-10.00
0.00
10.00
20.00
30.00
40.00
50.00
Use
of P
unish
men
t*
Org
aniza
tion
al Bases of P
ow
er*
Tra
inin
g and D
eve
lop
me
nt
Articu
lation
of M
ission
Em
pow
erm
ent
Up
wa
rd Co
mm
unicatio
n
Co
mm
unica
tion fo
r Learn
ing
Go
al Acce
ptance
Ta
sk Iden
tity
Do
wn
wa
rd Co
mm
unication
Selectio
n and
Pla
ceme
nt
Re
spect fo
r Me
mb
ers
Em
ployee Involvem
ent
Fe
edba
ck
Distribu
tion of In
fluence
*
Go
al Cla
rity
To
tal Influ
ence
Ta
sk Facilita
tion
Perso
nal B
ases o
f Pow
er
Inte
raction F
acilitatio
n
Particip
ative
Go
al Settin
g
Cu
stom
er S
ervice Focu
s
Co
nsideratio
n
Fa
irness o
f Ap
praisa
ls
Use
of R
ewa
rds
Go
al Em
phasis
Inte
rdepe
nden
ce
Variety
Auton
omy
Go
al Difficulty
Sig
nificance
2011 N = 343 2013 N = 369
UndesirableGaps
DesirableGaps
HistoricalAverage
Use of Punishment
Vision / direction
Our Priorities
2010 BE 2010 BE
Strengths:
Humanistic
Affiliative
Opportunities:
Achievement & Self Actualisation:
•Significance
•Autonomy
•Goal difficulty
•Goal emphasis
Strengths:
Humanistic
Affiliative
Opportunities:
Achievement & Self Actualisation:
•Significance
•Autonomy
•Goal difficulty
•Goal emphasis
Strengths:
Leadership
People
Opportunities:
Knowledge / data
Customer
Process
Measuring performance
Strengths:
Leadership
People
Opportunities:
Knowledge / data
Customer
Process
Measuring performance
In response, 4 priority areas of focus:
-Strategic Management Framework
-Customer Service Strategy
-Knowledge Management
-Continue to build on our Leadership strengths
In response, 4 priority areas of focus:
-Strategic Management Framework
-Customer Service Strategy
-Knowledge Management
-Continue to build on our Leadership strengths
2011 & 2013 OCI/OEI2011 & 2013 OCI/OEI
• Strategic Management Framework
WHSFinanceCustomerCommunity
Council Plan
Leadership – up to you and me
• Focus on leadership
- The more senior, the greater the focus
- The 70 people in leadership positions
• Executive Management Group
• Organisational Development / HR
• The degree to which we “walk the talk”
• Earn respect
People are our greatest asset
EMG Leadership without silos
Heather Montgomerie has lead a number of change management projects in the public sector including the National Rail Safety Regulator office, worked on regional economic development boards, participated in state Government Regional Development Council. Her diverse background and sound skill sets complement her responsibilities of the following portfolios of Strategic & Economic development, Strategic Assets, Open Space and Facilities and Infrastructure.
Vincent Mifsud has come to the City of Marion with extensive senior financial experience having previously worked in private enterprise in number of industries. His experience as an Auditor with Deloitte Touche Tohmatsu, a Regional Finance Manager with Telstra and a Finance Manager in the Aviation Industry underpin and supports his responsibility under the portfolio of Finance, ICT, Contracts, Libraries & Cultural Development and Community Development.
Kathy Jarrett leads a diverse portfolio of Governance, Strategy, Organisational Excellence, Organisational Development, Environmental Sustainability and Development Services. With a company secretary background, her knowledge and experience in State and Federal Government and the private sector gives her the skills required to manage these units. She has been a key driver in leading governance reforms and the development of our strategic management frameworks.
Experience has taught us that community issues do not fit neatly into organisational structures. As such, our management structure does not function as independent silos.
Mark Searle joined the City of Marion in 2000 after riding the rapids of the Kennett Local Government reforms in Victoria, working for the cities of Melbourne, Dandenong and Wyndham. Mark has a strong interest in people and our potential as individuals, groups and societies. Mark’s leadership has been instrumental in the sustained cultural change and Business Excellence success which is now part of the City of Marion Landscape.
Elephants & Keystones
What happens if nobody is game to raise the things we all know need to be
addressed?
What happens when a keystone species goes missing?
LEADERSHIP, CULTURE, STRATEGY, PEOPLE
The Keystone
Looking after people and dealing with the tough issues?
Adopting behaviour that unlocks the potential of others?
Are we good enough to want to get better?
