2012 winning communities inc leading change and building strategic capability in local government cr...

2012 Winning Communities Inc

Leading Change and Building Strategic Capability in Local Government

Cr Chris Meddows-TaylorFuture of Local Government Summit Melbourne, June 2012


“Governments generally cannot do everything on their own; they need to work collaboratively with other stakeholders. This is especially so for local governments” (Metropolitan Local Government Review Panel Issues Paper –Western Australia 2011)

“Increasingly governments are facing complex policy issues whose Increasingly governments are facing complex policy issues whose resolution requires voluntary behaviour change.”resolution requires voluntary behaviour change.”(Peter McKinlay- McKinlay Douglas Ltd 2011)

“The unmistakable tendencies of cities to increase rapidly in population “The unmistakable tendencies of cities to increase rapidly in population and expansiveness should forcibly impress on all legislators and and expansiveness should forcibly impress on all legislators and administrators the desirability of taking steps in due time to prepare for administrators the desirability of taking steps in due time to prepare for the necessities of the future.”the necessities of the future.”(Melbourne Metropolitan Town Planning Commission 1929)

There is a call to lead change


We need to respond to the need to lead change

It is recognised that the LG sector currently needs to develop a clear strategic direction (‘game plan’) for the future and lead change itself rather than react to the frustrations of other stakeholders, and levels of government.

If LG is going to be relevant in an increasingly boundaryless world, this will requite LG to develop the strategic capability to drive and champion strategic change.*

* MAV Future of Local Government Strategic Change Group 2011


How can we develop How can we develop the depth of capability the depth of capability we need in key areas?we need in key areas?

How can we develop How can we develop the depth of capability the depth of capability we need in key areas?we need in key areas?

How well are we How well are we responding to new responding to new

challenges and challenges and issues?issues?

How well are we How well are we responding to new responding to new

challenges and challenges and issues?issues?

How do we create a How do we create a prosperous and prosperous and

sustainable future for sustainable future for our community?our community?

How do we create a How do we create a prosperous and prosperous and

sustainable future for sustainable future for our community?our community?

How do we lead change How do we lead change and engage with other and engage with other stakeholders to create stakeholders to create

value?value?

How do we lead change How do we lead change and engage with other and engage with other stakeholders to create stakeholders to create

value?value?

How can we provide the How can we provide the effective leadership to effective leadership to

build change readiness build change readiness

How can we provide the How can we provide the effective leadership to effective leadership to

build change readiness build change readiness

How do we free up How do we free up time to develop new time to develop new solutions creatively?solutions creatively?

How do we free up How do we free up time to develop new time to develop new solutions creatively?solutions creatively?

How well are we listening How well are we listening to our communities and to our communities and engaging around their engaging around their

changing needs?changing needs?

How well are we listening How well are we listening to our communities and to our communities and engaging around their engaging around their

changing needs?changing needs?

What should keep us awake at night?

Is our community and Is our community and organisation culture organisation culture

aligned to achieve the aligned to achieve the goals we seek?goals we seek?

Is our community and Is our community and organisation culture organisation culture

aligned to achieve the aligned to achieve the goals we seek?goals we seek?


StrategicStrategicIntentIntent

StrategicStrategicIntentIntent

ManageManageChangeChangeManageManageChangeChange

ResultsResultsResultsResults

Managing change is critical to gaining the results we need


Community

EngagementGap Planning

Advocacy

Change

Strategies

Capability

Culture

Creativity

Learning

Conversations

Leadership

Achieving Communities

It’s helpful to have a change framework


Community

DevelopmentGap Planning

Advocacy

Change

Strategies

Capability

Culture

Creativity

Learning

Conversations

Leadership


A focus on community advancement


Traditional views of community development have been linear

COMMUNITY

VISION

Focus of ChangeProgram

CurrentReality

Council Plan

Community Action Plan


Communitymembers

Key gapsKey gaps

which then provides the basis of identifying

Community Development-Building Ongoing

Capability and Change Readiness

which collectively

shape a

Communityvision

Communityvision

CriticalCriticalprioritiesprioritiesCriticalCritical

prioritiespriorities

and leads to the setting of

AspirationsAspirationshave

and enables this to

compare with

Currentreality

Currentreality

Action plan

which are integrated into an

Effectiveleadership andimplementation

Effectiveleadership andimplementation

and through

Success, confidence,capability and commitment

Success, confidence,capability and commitment

provide

which reinforces and builds

new

But added community capacity creates new aspirations and continuing change


Council VisionCouncil Vision

Outcome Outcome Outcome

Where we want to beWhere we want to be

Str

ate

gy

Str

ate

gy

Str

ate

gy

Challenge Challenge Challenge

Current Reality

Gap planning -where we are now, where we need to be, how to get there

CultureCultureProcessesProcessesCapabilityCapability

AdaptabilityAdaptabilityAlignmentAlignment

Where we are nowWhere we are now


Councillors to take responsibility for selling the need to close the gap and how that will be achieved –the importance of “walking the talk”.

Identify existing and potential community leaders and plan how they might be engaged to come on board and take some ownership of this process.

Ensure communications strategically reinforce key change messages -including showcasing progress.

Remember gap planning is of key interest to other level of governments and investors.

Closing the Gap should drive advocacy


Community


Advocacy

Change

Strategies

Culture

Capability

Creativity

Learning

Conversations

Leadership

A focus on change



The concept of strategic interdependence derives from games theory where it was realised that winning a battle and the war are two very different things.

Strategies developed in isolation and traditional functional work teams slow the process of change

If we have a range of processes in place to transfer learnings, capabilities and insights we accelerate strategic development and change readiness

Cross-boundary high performance teams are one effective response to address this need.

Strategy development needs to leverage


• Location

• Heritage

• Buildings and assets

• Government services

• Parks and gardens

• Employment opportunities

• Funding and so on

• Location

• Heritage

• Buildings and assets

• Government services

• Parks and gardens

• Employment opportunities

• Funding and so on

What you haveWhat you have

Traditional FocusTraditional Focus Future FocusFuture Focus

• Engaging the community on an achievable vision

• Implementing key priorities- making things happen

• Developing key relationships

• Building teams and committed volunteers

• Enhancing leadership and identifying new energy and talent

• Leveraging success

• Creating future confidence and optimism

• Engaging the community on an achievable vision

• Implementing key priorities- making things happen

• Developing key relationships

• Building teams and committed volunteers

• Enhancing leadership and identifying new energy and talent

• Leveraging success

• Creating future confidence and optimism

How you make it happenHow you make it happen

Verydifferentemphasis

The nature of capability for local government is changing---


Typical high value capabilities include Strategic alignment and focus Understanding of organisational and strategic interdependencies Collaboration across communities, regions and levels of

government Understanding of roles and responsibilities of diverse

stakeholders and partners Creativity to propose new solutions to community issues and

challenges Capacity to develop and implement win-win solutions. Capacity to manage change effectively.


Capability Matrix –one Council

Deficient

Behind Competitors

Competitive Optimal

Ahead of CompetitorsIn line with Competitors

Critical

Significant

Low

Status of Capability

Rel

ativ

e Va

lue

to C

omm

unity

Listening tocommunity

Fun

Can do

Org. Pride

Internalcommunication

UnderstandingCommunityAspirations

Working collaboratively

Job swap

Diversity


Relationship Matrix –one management team

Deficient

Not meeting needs

Workable Beneficial

Exceeding requirementsMeeting requirements

Critical

Significant

Low

Status of Relationship

Rel

ativ

e Va

lue

to C

omm

unity

Staff – Council

Community

CommunityPlanningGroups

Section 86Advisory

committees

State Government

Business Comm.


Culture is formed by the combination of all ‘signals’ that an organisation gives it members as to appropriate ways to think and act.

Effects of the ‘signals’ are enhanced to the extent people systems are aligned and mutually reinforcing the strategic direction.

Culture should actively be aligned to support change and the achievement of strategic goals.

The role of councils is to align their community cultures with Council’s gap planning.

CEOs have responsibility to align office culture.

We need to align community and organisation (office) culture


Aspiration -achieving “reach for the stars” Learning – valuing learning and knowledge Adaptability – change readiness Resilience – support in challenging times

Some target community culture attributes might include--

Some attributes can be valued in themselves but work against others –e.g. resilient community cultures tend not to be aspirational or adaptive tending to emphasise a “don’t fix it unless broke” mindset.


Community culture change- one council

Shift in emphasis

• Adaptable• Exploring• Take a step forward• Opportunity driven• Discuss new possibilities• Welcome new inputs• Work across boundaries• Improve whenever possible• Capture opportunities• Individual employability• Only the best will do• Go for gold

• Adaptable• Exploring• Take a step forward• Opportunity driven• Discuss new possibilities• Welcome new inputs• Work across boundaries• Improve whenever possible• Capture opportunities• Individual employability• Only the best will do• Go for gold

• Resilient• Conforming• Take a fixed position• Relationship driven• Hands on and can do• Earn your stripes• Work within boundaries• Maintain status quo• Respond as necessary• Employer “owns” training• Accept what’s on offer• Down-to-earth

Current Future


Shift in emphasis

• Organisational “silos”• We know best• Doing it all ourselves• Organisational

solutions• Organisational

outcomes• Managing community

Current Future

• Working across boundaries

• Better solutions together

• Valuing other contributions

• Place based solutions

• Community outcomes • Engaging community

Organisational culture change –one council


Community


Advocacy

Change

Strategies

Culture

Capability

Creativity

Learning

Conversations

Leadership

A focus on creativity



Learning is key to change

Learn from those who have gone before –what worked well – and what didn’t. Harness and draw from that learning.

Monitor and observe developments in other places –read broadly and develop a “broad scanning” approach –use the power of the internet to full advantage.

Adopt an “action learning” approach to initiatives and projects.

Avoid punishing cultures “there is no such thing as a mistake only an unexpected consequence.”


Human CapitalHuman Capital• Know how• Competencies• Education• Wisdom• Experience• Cognitive capacity• Learning orientation

Organisation CapitalOrganisation Capital• Business Processes• Hardware ,software• Connectivity• Data bases• Culture and values•Strategic Interdependence

Community DevelopmentCommunity Development CapitalCapital

• Community understanding

• Quality of relationships with Community and stakeholders

• Growth potential• Value Creation

ValueValue

Knowledge flow

Adapted from: Research - Technology Management, Adapted from: Research - Technology Management, July-August 1997July-August 1997

Integrating learning experiences creates growth opportunity and value creation


Objective is to develop new insights and solutions to key issues. Process is structured conversation between councils or work teams

of key strategic issues of concern. Participants nominate “hot spot” topics of concern–a scheduled list in

advance is ideal but revised as needed (keep informal). Schedule times e.g. during an assembly each month –conversation

for an agreed time limit. Individual participant may open the conversation. CEO or facilitator manages debate and follow up activities. Same process can be used within cross boundary teams and

regional settings.

Strategic conversations should be part of our regular business


There is a clear need to understand strategies which work for community conversations -and which do not.

The work of Peter Kenyon and the Bank of I.D.E.A.S is a great starting point.

Focus groups are an effective way of gaining balanced participation

The objective is to encourage genuine participation.

Community conversations need to genuinely engage the community


• Focus on compliance -getting thing right

• Penalties for failing to comply

• Rewards for good achievements

• Articulate vision which is inspiring and engaging

• Stimulate and encourage creativity

• Delegate and empower teams to deliver

• Coach and mentor to ensure high performance

Development of new

competencies

TransformationalLeadership

TransactionalLeadership

Leadership focus and style impacts change readiness

Authoritative styles Influencing styles


Value creation Visionary leadership Change leadership Cross-boundary effectiveness Community engagement

Typically we see new leadership competencies emerge in importance


Competency Matrix –one council management team

Deficient

Requires Development

Competitive Superior

A Competitive Strength orExpert Level of Functioning

Meets day-to-dayRequirements

Current Functioning/Capability

Va

lue

Ad

de

d I

mp

ac

t to

Co

un

cil

Critical

Significant

Low

Community Focus

Innovation

Change Leadership

Interpersonal Effectiveness

LearningInitiative

Teamwork

Cross Boundary Effectiveness

Value Creation

•Change Leadership•Cross Boundary

Effectiveness•Value Creation

become the focus of development for this

council management team


So why develop change readiness?

Local Government

Strong Achieving

Empowered Communities

State and Federal

Governments

Fundamental rethink and value creation

Adding new Capabilities

Traditional Shared Services

Time

Com

mun

ity A

dvan

cem

ent

Future SolutionsChallenge to

Local Government*

Building change readiness accelerates gap closure

• Become modern facilitators of sustainable regional economic development

• Develop new partnerships and strategic alliances

• Build learning and knowledge based communities.

• Move well beyond their traditional roles

Results

*Source: ALGA- State of the Regions Report 2003


In a nutshell-- We need to develop a strategic model of where our community needs to

be and where we are now –and the priority strategies to close the gaps recognising community aspirations constantly evolve.

Through building change readiness we accelerate gap closure and community capacity to advance and prosper.

Community and organisational culture should align to our goals. We can identify and build key change capabilities for success. New transformative leadership and styles will be key. We need to actively focus on creativity, innovation and learning. Regional collaboration offers significant added opportunity. Focus and Prioritisation = Value²


How the MAV is planning to help

Future of Local Government to be an ongoing development program. Initial focus on:

Supporting Council Plan development and review to create a platform for strategic leverage and opportunity.

Building strategic capability and change readiness in councils, work teams and regions through focussed activities.

Capturing recent investment in regional strategic development by accelerating change and opportunity realisation in regions.

Developing a sector wide leadership group supported by communication tools and expert resources with the added benefit of structured input from external stakeholders.


Future of Local Government

Councils of the Future

(focus Councils)

Sharing for Success(focus Regions)

Future of Local GovernmentDevelopment

(focus State/National)

Existing MAV programsCouncil Plan development

and review (new offering)Helping Councils Lead

Change (new offerings around creativity and strategic development [Future Solutions] and Transformational Leadership).

Shared Services (economies of scale and scope)

Shared Capability (focus on building new strategic capabilities)

Optimisation (using regional strategic planning for added value creation)

FOLG Summit and workshops

FOLG Leadership Group FOLG Stakeholder

Reference GroupFOLG Website developmentFOLG Expert Faculty

How might the change framework evolve?

2012 winning communities inc leading change and building strategic capability in local government cr...

Documents

winning communities

communities slide

lead change

continuing change slide

change framework slide

change readiness

leading change

community advancement