Transcript Innovation as leadership in local government

Innovation as Leadership in LG
Context
• Innovation: better solutions that meet new
requirements………….new ideas
• Improvement: doing the same thing better
(business as usual/best practice)
Revolution: Typing, taking photos ……times 1000
Innovation in Government
• Federal
• State
• Local
…………is generally slow at some levels
FOLG background
• LG is the most complex service business on earth: 150
but the same
• LG is too busy reacting and regulating to be strategic, so
other levels of Govt. make all the big decisions (BAU)
Context
Councils are currently facing a number of major challenges including:
• A new regulatory regime demanding a minimum standard of performance
• Publicly available comparative performance information
• Rapidly escalating community expectations and increased media scrutiny
• A freeze on Grants Commission allocations and reduction in other Federal $
• The prospect of rate capping
• Road funding changes under development
• Criticism about the lack of integration of Council plans
• Challenging political environments
• Skills shortages and ageing workforce
• The shift to digital government
• Implementing the recommendations of recent VAGO investigations
> all resulting in ongoing threats to Council services and sustainability.
Across the sector Councils will need to adapt and innovate to remain viable and
relevant to their communities.
Old and new
• Councils continue to do things 79 times: duplication/waste
• Commonwealth funding for LG is reducing
• Most Councils can’t scale the ‘Digital Divide’
– Individual Councils don’t have the resources to leverage t
• Old: each Council does its own thing
– LG costs rising rapidly
– Community expectations not met
– Many councils not sustainable
– Growing scops of LG activities
– Ad hoc collaboration
Outcome: intervention/amalgamation
• New: collaborate and innovate or die
– All Councils are essentially in the same business
• But how to deliver?
– Issues of change management and organisational culture
FOLG
• We need to articulate what the future of LG looks like or others
will do it for us
• The world is transforming into a networked collaborative
society
• LG needs to align itself with the global push for reform and
productivity
• We need to do more with less
• LG needs to lead change or have it imposed: we need to decide
on our future game plan
Community Budgeting
– “There’s no city in the world where it is business as usual anymore”
– Kathy Alexander, CEO of the City of Melbourne is putting the word
out on Council's first people's panel that will decide how the City will
allocate its budget for the next ten years.
FOLG Summit: propositions
Commission of Inquiry into Rewiring Public Services to Improve
Community Outcomes: Propositions from the Commission
1.
2.
3.
4.
5.
6.
7.
Local Government will take control of its own destiny and stop playing the
victim and stop cap in hand whingeing behaviours
In future, budgets (negotiable elements) should be set by using crowdsourcing methodology to determine priorities and services for the year.
In future councils will work collaboratively for delivery of back office
services via shared services arrangements.
In future councils will exercise leadership with other tiers of government in a
whole system approach.
The sector makes a commitment that every council in Victoria will be
financially successful within 4 years and will make a collective commitment
to achieve this
Councils will commit to moving to IT that is designed to enable genuinely
transformative change.
Local government will play a leadership role in identifying new business
models to transform the delivery of public services in a way that uses far
less resources
The challenge is to
respond ahead of the
curve
If local government
don’t respond, other
levels of government
will –and hasn’t that
always been the issue?
…………BUT not addressing local community priorities
Example Application Map 2008
Asset System
Road Asyst
(Road
Maintenance)
Capital Editor
Footpaths
GIS
ATO
Sesame
(Valuations)
Vision Super
(Superannuation)
External Org.
External App.
External Org.
Manual Export
from Payroll
Manual File Upload to
Property & Rating
Manual Export
from Payroll
Bank
(Bank Online)
External Org.
BIS
(Mgt. Reporting
& Budgeting)
Internet
Australian Child
Immunisation
Register
Harmony
Credit Cards
(KL Early
Learning Centre)
Business
Directory
Monthly Manual
Upload
Events
Booking
Calendar
Internet
(WebComm
Hosted Externally)
Secure Pay
WebFleet
(Fleet
Management)
Manual File Transfer
Community
Directory
Corporate System
State
Government
(Map Data)
Intranet
(WebComm
Hosted Internally)
Manual Layer
Update Nightly
Trust Register
Statutory
Planning
Accounts
Payable
Financials
Estimates
Property
Management
System
Records
Register
Accounts
Receivable
Committees of
Management
Rating
Building
Control
Payroll
External Org.
MapInfo /
Easimaps
(GIS)
§
§
§
§
§
§
§
§
Planning
Building Control
Animal Control
Health
Rates & Property
Asset Register
Names & Addresses
CRM
Sharikat Khoo
(Home &
Community Care)
Manual File Transfer
Playgrounds
Trees
Inventory
Control
Health Admin.
Animal
Control
I-Services
(CRM)
Bridges
Scheme
Amendments
Certificates
Employee
Kiosk &
Online Leave
Asset Register
Contract
Register
Manual File Transfer
Manual
Export / Import
AutoCAD
(CAD)
Harmony
(Family Day
Care)
MYOB
Crystal
Reports
Image Library
(Mapped
Drive)
Septic Tanks
Infromax
(Building
Maintenance)
Titan Security
(Building
Access)
IRIS
Valuation
Database
Land Line
Usage
BRSS Telstra
Electronic Billing
External App.
(Maternity & Child
Healthcare)
Storm Water
Data
Toilets
Plant
Hazard &
Injury Register
Receipting
Bank
Reconciliation
Manual
Export / Import
Mobile Phone
Usage
Routine
Maintenance
Sundry
Debtors
Wages
Budgeting
Building
Maintenance
Risk Register
Waste
Management
Back Pay
Calculations
Drainage
Renewals &
Upgrades
Fire
Infringement
Notices
Fuel Usage
Investments
Register
Loan Register
Model
Accounts
Payroll
Spreadsheets
Playground
Inspections
Rubbish Bins
Superannuation
Work Cover
Emergency
Response
Register
Roadside
Mapping &
Species
Who’s In
Bridge
Inspection
System
Disability
Parking
Footpath &
Kerb Renewal
Programs
Gravel
Re-Sheeting
Program
Key Register
Loan
Repayments
Moloney Asset
Management
Phone
Extension
Listing
Rate
Certificate
Register
Septic Tank
Register
Terminations
Works
Schedules
Works
Permits
Car Parking
Extra Works
Footpath
Inspections
Greenhouse
Gas
Calculations
Lease Register
Major Bridge
Works
Open Space
Register
Planning
Permits &
Compliance
Road Register
Staff Training
Trust Register
Appraisals
Approved Sub
Contractor
Register
Coach Tours
Financial
Statements
Fringe
Benefits
Home
Maintenance
Linemarking
Maternity
Leave
Calculations
Pavement
Renewal
Program
Planning Permit
Conditions
Monitoring
Roads to
Recovery
Food Stall
Permits
Key Register
Sextants
Register
(Yea Cemetery)
Stems Septic
Tank Database
Here’s the thing
• State and Federal Governments are planning for
Digital Government (Victoria: 1 ‘pipe’ for LG)
• When LG does nothing, others will decide. LG will
then
–
–
–
–
complain
react
report
shave costs, fine tune
• BUT, when LG leads, others follow
Does Local government require transformational
change in the next 5 to 10 years?
1. Yes
67%
2. No
4%
3. Partly
25%
4. Unsure
4%
Leading for future
success
Where we need to be
– Councils of the Future
Strategic
regional
collaborations
Community
driven
participation
LG at the
Colugo at the
crossroad
cross-roads
s
Performance
and financial
challenges
Broker of
key services
Co-design
planning
Technology
enabled
opportunities
Place based
delivery
Councils Leading
Change
Two speed
LG
Increasing
Service
costs
are rising
community
expectations
Poor spatial
awareness
Council-centric
decisions
Where
are now
LG at thewe
crossroads
– business as usual
Adaptive
Community
cultures
A question of
leadership
Fragmented
resourcing
Ad-hoc
collaboration
The reality of austerity
The UK LGA Funding Outlook 2013
www.local.gov.uk
UK
Local government is
• trusted
•
competent
•
has the solutions
Satisfaction with LG is rising, despite the funding
cuts.
Where are Victorian Councils going?
• LG will transform in the next 10 years: what role will
Councils have in that transformation?
• Driven by
– technology/internet
– rapidly changing community expectations
– fewer dollars/resources
• The 4 year Council Plan should tell us
–
–
–
–
How Council will meet the challenge of change
How Council will scale the digital divide
How to do more with less
How innovation will transform council services
LG: Collaborate and innovate or die
• But how to deliver?
• How to establish a culture of innovation and
collaboration?
• How important is transformative leadership?
• Who are the champions of change in LG?
• Who drives change in LG?
• How can Councils deliver better performance at
lower cost?
• How can councils collaborate more effectively?
How can Councils deliver better
performance at lower cost?
• Requires a commitment to a fundamental
change in the way services are planned,
organised and delivered.
• Need to engage citizens in service design and
delivery
• Need to put innovation and collaboration high
on Council and regional agendas/plans
• Requires leadership
Innovation in LG
• Innovation is how large organisations remain
sustainable and retain public support
• LG has
– drivers
– organisational skills and attitudes
– also needs
• greater focus on collaborative innovation in
regional/state-wide groups
• greater knowledge-sharing between Councils/regions
LG Innovation action plan: ACELG
• Ensuring that proposed or envisaged amalgamations are driven by an
innovation outcome rather than a narrow search for efficiency.
• Developing innovation skills, capacities and capabilities, particularly in areas
that involve transformational innovations.
• Creating a culture and working environment that encourages and facilitates
partnerships and collaborations with other government entities, businesses,
universities, nongovernment organisations (NGOs) and the broader
community.
• Using outsourcing and commissioning as an opportunity for securing
innovation outcomes.
• Examining opportunities for open innovation and support for innovation
tournaments or contests that reward the development and implementation of
new ideas.
• Strengthening knowledge exchange networks to build innovation capability
The Swift Journey
……………how collaboration
benefits participants
Benefits to Members
• A saving of on average 30% to annual operating expenses.
• No longer the need to perform system monitoring or system backups.
• Functionality that would be difficult to justify on a stand-alone basis.
• Automatically receive new updates of operating system at no cost.
• A reliable, stable operating environment.
• Savings through Consortium purchases.
• The use of a modern system that has led to improved Patron services.
• The Consortium has introduced new standards and work practices, that
has improved productivity within the Participating Libraries.
Collaborative Innovation
Right now the LG
Cloud appears too
esoteric for some
projects to
embrace
Not all the
councils will want
to or be able to
collaborate via the
LG Cloud
Some projects chose
to run independent of
the LG Cloud.
Now
The early adopters
will be key to
seeding the
concept and
demonstrating its
merits.
2016
Council
Some
collaborative
projects will
embrace the LG
Cloud and run
with it.
2018
The Future of Local Government
Services YouTube Anthony Kemp (3 mins)
http://www.youtube.com/watch?v=BbbdHJS2t8I