Some time ago I discussed how to create a local government service catalogue. The process was simple and effective in describing services in customers’ terms and linking services to cost centres in the budget and those responsible for the cost centres. You might ask, what else needs to be done? Well, for the service catalogue to be really useful it needs to be linked to the organisational planning processes. Here’s how that can be done.
To begin, it is a good idea to test the service catalogue with the community. I have heard of a council using it to lead discussion with ‘peoples’ panels’ about the services delivered, how rates can best be spent, and whether or not the council should seek an exemption from the municipal rate cap being imposed in Victoria. If the community can relate to the services described in the catalogue and understand what they involve, it is likely that you have got the catalogue right. It doesn’t mean that it can’t be further improved, but it is a good start.
In part one I discussed the features and benefits of in-vehicle GPS. Because councils deliver services at locations dispersed across a large geographic area and vehicle ownership is expensive and utilization is often low, in-vehicle GPS has the potential to provide significant benefits. It links the planning undertaken in asset maintenance systems to in-field work planning and delivery to ensure that resources are used efficiently to complete the planned work. The key barrier has been how to get in-vehicle GPS installed in all vehicles.
I think the trick to implementing in-vehicle GPS is the strategy and policy sitting behind it. Here are some tips. Continue reading →
I remember looking at in-vehicle monitoring devices in the 1990’s. The technology was basic and there was no 4G network. Since then councils have flirted with in-vehicle GPS. As far as I know, no council in Victoria has installed it throughout their vehicle fleet. This is partially explained by the industrial relations implications (see the next post) but I think it is really explained by the lack of focus on customer service and productivity that pervades the sector. Rate capping will change that. Most councils wouldn’t even be aware of the potential benefits from the technology. Hence this post.
So, what are the features and benefits of in-vehicle GPS that councils should be thinking about? Continue reading →
I recently attended a presentation on enterprise portfolio management or project management offices in Victorian local government. It seems to be the latest idea that has caught the attention of CEO’s in their search for solutions to problems they can see.
I must have been working in local government for too long. I have seen management by objectives, evidence-based decision making (or decision-based evidence making as I like to more accurately describe it), total quality management, reengineering, and more recently, lean and high performance teams. It is as though we look out our window and see someone doing something that looks like what we think we should be doing and we just copy them.
In two of the long reads (here and here) the shortcomings of copying the private sector are dissected by Peter Drucker and Henry Mintzberg. Continue reading →
There are various metaphors for organisational strategy in circulation. The idea that it is a road map for a journey to a predetermined destination undertaken in a car while watching the dashboard (to know the car is working properly) is popular. One I was less familiar with is Norton and Kaplan’s cooking metaphor.
They describe an on organisation is an assemblage of ingredients brought together to make a meal. Making the meal requires raw materials (ingredients), tangible capital and assets (cooking implements, an oven), and intangible human assets (the chef). A great meal requires a recipe to take advantage of these tangible and intangible assets. The recipe transforms assets that each has standalone value into a great meal with greater combined value. The recipe corresponds to an organisational strategy that combines resources and capabilities to create unique value.
The first post on improving service operations covered service action planning. Both posts have followed a discussion about service improvement with a colleague in which he described a process he has been using with operational staff to work out how their work can be improved. This post discusses redesigning services when that has been an action identified in the service action plan.
If the need to redesign services has been identified in the service action plan there is a good chance that all team members are on board and prepared to discuss some big changes. This is really a prerequisite for significant change in local government, otherwise there is a risk that you are just ‘revolutionising’ people and will have no long term effect.
Stage 2 – Service redesign.
The first step is to separate the services with different demands, operations typology and performance objectives (this has been the subject of an earlier post). Then related services are grouped together. The last step is to redesign services to integrate similar services and plan implementation of the new service. This includes risk analysis of key aspects of the service and planning the new supervisory role required to make the service design work. Continue reading →
I was recently discussing service improvement with a colleague. He described to me a two-stage process he has been using with operational staff in his team to determine how their work can be improved generally, and then how to re-design services if required.
It is an intensely practical two-stage approach to working with teams collaboratively to understand work and improve operations to get better customer outcomes.
The first stage involves bounded brainstorming by the whole work group, their Team Leader and the Manager to respond to the question – how can we do our work better? It is not intended to question whether or not services should be delivered, just how they can be improved. The process is intended to be inclusive and to quickly lead to action. The output is a service action plan.
The second stage involves redesigning services if this has been identified the way to make improvement. The redesign process is led by the Team Leaders and Manager using some simple reengineering and operations management tools. The output is a new service design.
Some time ago I posted on high performance job design using four characteristics or spans; control, accountability, influence and support. At the time I linked the concept to the operations typology describing four characteristics of design of operations for high performance. This post picks up that discussion to look at the characteristics of demands that it is essential to understand if you want to design and manage your operations for high performance or excellence in local government.
A number of recent books on public sector management have discussed demands and how it is essential to understand them in public services because payment is not made at the time of service consumption and, therefore, price does not directly influence the amount and nature of demands placed on the system.
In his Vanguard Method John Seddon describes the importance of fulfilling purpose if failure demand is to be avoided. He also talks about understanding flow in relation to how work enters a system. Both of these ideas relate to demands. If purpose (i.e. the value sought by someone or their demand on the system) is not correctly understood the work system will not meet their need. They will come back.
Mark H. Moore includes operational capacity in his ‘strategic triangle’ concept linking decisions from the authorising environment to the public value provided. An organisation must have the operating capacity (or capability as Moore describes it in his earlier book Creating Public Value) to deliver on the political commitment to create particular public value. Continue reading →
Lancing Farrell’s posts have been interesting. Some good connections have been made with the research conducted by Donald Sull, Rebecca Homkes and Charles Sull. I am sure that evidence of each of the myths would be available for local government, but are they the only reasons strategy failure is common?
There is no doubt that lack of cross-functional cooperation, sticking to infeasible plans, under-resourcing plans, ineffective communication, and disempowerment of the distributed leaders by top management are widespread. There is no doubt that they all contribute to failure to implement strategy in local government. But are these the only factors?
This is the last post in a series of five. The first post discussed the myth that strategy execution equals alignment, the second post discussed the myth that strategy execution means sticking to the plan, the third post covered the myth that communication equals understanding, and the fourth post covered the myth that a performance culture drives strategy execution.
Sull, Homkes and Sull say that top-down strategy execution has a number of draw-backs, including ‘unravelling’ after the loss of a strong CEO. This is because strategy implementation in large, complex organisations ‘emerges from countless decisions and actions at all levels’. The leaders closest to the situation are best positioned to make the required decisions. Top-down implementation may boost performance in the short-term but it reduces the organisation’s capacity over the long-term. Continue reading →