1000 words (9 minutes reading time) by Lancing Farrell
This is the last post on my experience of management thinking in local government. Writing about it makes it seem like a long haul. With hindsight, there have been lots of interesting ideas, many with potential value to improve services, but few with any practical method to make them useful. And less with a way to implement them across a diverse organisation like a council.
Sometime around 2017 I went back to seriously read more of John Seddon’s writing about the Vanguard Method. At this time, Vanguard had a launch for their Australian office in Melbourne, and I went along. Several Australian organisations, public and private, talked about their experience using the Vanguard Method. I wanted to know more. In 2018 I had the opportunity to fly to London and attend a masterclass on digital transformation being held by Vanguard. I met John Seddon and other senior staff from Vanguard. I also spoke with people from local government in the UK who had experience with the Vanguard Method.
This was fortuitous in the development of my thinking. After three decades I had arrived at an understanding of local government and the way it works that made me think systems thinking was the best way to improve the performance of services. The Vanguard Method provides a way to implement systems thinking that has been tested and proven in local government. It provides the method lacking in Public Value. It works with the culture prevalent at many councils. Continue reading →
875 words (4 minutes reading time) by Lancing Farrell
I have also been reading Goldsmith and Klein’s book ‘A New City O/S. It is a very interesting treatise on a potential future model for local government, particularly the argument for distributed governance. As Colin Weatherby has described, it is a researched and expert work.
I found the concept of distributed governance quite interesting. In some ways, all councils already operate using a version of this model for some services. Typically, this would be in community services where the council, State and not-for-profit organisations often combine to provide a facility, grant funding, and the actual delivery of the service. I think it would be a big challenge for many councils to adopt distributed governance across all services because of the loss of control. Continue reading →
800 words (4 minutes reading time) by Colin Weatherby
This is the first in a series of posts requested to discuss the Coronavirus and local government services.
I recently read ‘A New City O/S – The Power of Open, Collaborative and Distributed Governance‘ by Stephen Goldsmith and Neil Kleiman. Some time ago I read ‘A Responsive City‘ by Stephen Goldsmith and this latest book takes Goldsmith’s thinking about cities and their governance to a new level. As a former Mayor (Indianapolis), deputy Mayor (New York) and the current Daniel Paul Professor of the Practice of Government at Harvard’s Kennedy School, Stephen Goldsmith is well credentialled to discuss local government.
It is timely to read Goldsmith and Kleiman’s book as local government services adapt to the Coronavirus, react to ensure the safety of staff and the community, seek to understand emerging service demands, and start to look ahead at recovery and the best way to deliver services post-Coronavirus. Continue reading →