Posted by Whistler 400 words
Image – The Geelong Advertiser, 2 April 2016.
There have been a number of humorous posts in the life of Local Government Utopia. And sometimes you do just have to laugh. Humour is often used in a uniquely Australian way to make a point. Often the point is quite serious, a I think it usually is in the case of local government.
For example, whilst the Mayor of Geelong, Darryn Lyons (aka ‘Daz’), parades as a figure of fun, the Council he leads is far from funny. If media reports are accurate, it is about to be sacked for bullying, poor leadership, and a general lack of competence. You could be forgiven for thinking that it was a mistimed April Fools’ day joke. Many of his constituents think he is marvellous. Some find this surprising but I think it goes to a fundamental and unfortunate truth about how local government is viewed by many in the community
A colleague related a story to me about the Mayor of Geelong. Continue reading
Posted by Colin Weatherby 500 words
Earlier posts have described how to improve service operations by developing a service action plan and redesigning services. This post looks at how to implement a redesigned service. You may have noticed that not everyone is excited by the prospect of change.
Having said that, some people like change. Others could be frustrated by the current situation. These people could be innovators or early adopters who will readily accept the need to change. The Rogers Innovation Diffusion Curve shows the rate at which a new idea spreads through a group. In any group contemplating change you are likely to have people from each of the groups identified on the curve. Some are going to accept the change more easily than others.
A colleague recently taught me a useful way to help all groups, including the laggards, to engage with new ideas. It was demonstrated by Gregory Bayne of Total Leader and Coach Solutions, Australia. It is designed to overcome resistance to change and is based on motivational interviewing techniques. Continue reading
Posted by Lancing Farrell 1000 words
I was talking to a colleague who recently attended a well organised and highly informative national conference on asset management. It was a pity that only three people of the three hundred attending came from local government. The rest were from sugar refineries, steel mills, manufacturing, energy supply, defence, food production, mining, ports, railways, airlines, telephony and numerous other organisations from across Australia. Apparently there was a lot to be learned. So why was local government absent?
Part of the explanation lies in the competing asset management conference run annually by the sector in Victoria. It is well attended by staff from many councils as part of their professional development and to support a sector initiative. I suppose councils don’t see any value in sending staff to a conference that doesn’t focus specifically on local government assets or the way councils have chosen to manage their assets.
A conference theme was disruption. Often it is outsiders who create disruption because they see things differently. Sometimes it happens when insiders are frustrated by the status quo and they venture outside the organisation’s comfort zone. Unfortunately, many organisations and industries are incapable of disrupting themselves. Attending conferences run by your industry is much more comfortable.
It was interesting to hear from my colleague about how other industries view their assets and what they expect from them in the way they are managed. One key difference is that private sector has productive assets that are owned and managed to create shareholder value (i.e. make profits). The value created by those assets is captured by the organisation that owns them. It is different for most public sector assets. Continue reading
Posted by Colin Weatherby 870 words
This is a forthright and practical book full of inconvenient truths for local government. I suppose its relevance to local government depends on whether or not you believe that becoming an outstanding organisation is either possible or desirable. Karen Martin says that people know excellence when they see it and they know when they are not excellent. But do our leaders in local government?
This is another book (and I am repeating myself here) that everyone reading it who works in local government will wish they had read years ago. The key idea is that it is chaos that prevents organisations from becoming excellent. Martin says that managers and workers often don’t see the chaos or its causes. In many cases the behaviour causing the chaos is habitual and invisible. Typically, she says organisations respond to chaos by:
- Becoming accustomed to it so that they think it is normal.
- Recognising it but thinking that there is nothing that can be done about it.
- Embracing it as a good thing and developing skills in coping with it.
Councils do all three to a greater or lesser extent. Continue reading
Posted by Colin Weatherby 700 words
I read this article and though it was fortunate that the writer, author and polymath Satyajit Das, hadn’t been dealing with his council. No doubt a greater attempt would have been made to feign ‘one stop’ service but if it was anything but a simple matter, he would have come across the same dysfunction. His acuity is evident in his analysis.
Das’s dealings with his bank highlighted how the quest for efficiency and lower costs has achieved the opposite result. This is a recurring theme in the writings of John Seddon about the public sector. Das lists six sources of ‘unproductive and inefficient’ failures that he believes are now common in many organisations.
- Tasks have been fragmented across different locations and the simplest activity is now complicated.
- There is no continuity. ‘One person is not accountable for the complete activity. Workers lack any idea of how what they are doing, or not doing, affects the whole process overall’.
- Staff lack the skills and knowledge required.
- Performance measurement has lowered, rather than improved, performance. Staff actions detract from results instead of helping achieve them.
- Leadership is lacking in ‘domain knowledge’ (i.e. valid knowledge in a particular area).
- There is a tendency to see history as old and irrelevant. The latest technological wizardry is the best solution to any problem. Valuable lessons from the past are routinely ignored.
There have been a number of posts on these very topics. Continue reading
Posted by Whistler 900 words
It has been some time since discussions commenced regarding the imposition of a rate cap on local government in Victoria. There have been a few earlier posts on the topic (see here, here, here, here and here). The rate cap has now been set and the process for any council seeking an exemption from the rate cap has been communicated. The Essential Services Commission has been effectively positioned as a regulator for local government. So what have councils been doing?
I would say not much. The requirement that the community support must be demonstrated if seeking an exemption, coupled with 2016 being an election year, has stifled activity across the sector. According to The Age newspaper 21 councils have indicated they may apply for an exemption. Some councils, including Melbourne City Council, have attempted to demonstrate community support for their rating strategy, which could support an application for an exemption from the cap.
The results from the few people’s panels held have been interesting but not unexpected. The community expects the council to use current resources well before asking for more. They want to see value for money before they will support asking people to pay more tax. Fair enough. Continue reading
Posted by Colin Weatherby 950 words
The subtitle of this book says it all – ‘A Practical Guide to Solving Complex Problems, Avoiding Unintended Consequences, and Achieving Lasting Results’. Every so often you pick up a book and it provides answers to problems that you and thousands of others grapple with every day. This is one of those books. David Stroh co-founded ‘Innovation Associates’ with Peter Senge, who later wrote the management classic ‘The Fifth Discipline’. Both are proponents of systems thinking. The premise of this book is that ‘applying systems thinking principles and tools enables you to achieve better results with fewer resources in more lasting ways’. Wow.
Stroh uses detailed, real-world examples to make his case. His ‘systems stories’ explain how people can improve performance by shifting from just trying to optimise their part of the system, to improving the relationships between all parts of the system. The systems stories start with seeing the big picture.
It is often the case in local government that people focus mainly on their functional responsibilities and either fail to see connections to the work of others, or they are not interested. Life is simpler when achievable goals can be set and complexity is overlooked. Putting the effort in to understanding the whole system is seldom rewarded. Local government is epitomised by sayings like ‘keep it simple’, ‘look for quick wins’, and ‘pick the low hanging fruit’.
In contrast, Stroh uses the ancient Indian story of the blind men and the elephant to illustrate the importance of the big picture. Continue reading