Overview of 14 Excellence Frameworks and Tools · Overview of 14 Excellence Frameworks ... FOR...

November2010

Overviewof14ExcellenceFrameworksandTools

BackgroundResearchfortheACELG‘ReviewofExcellenceFrameworks

inLocalGovernment’Project.

AnOverviewof14ExcellenceFrameworksandTools November2010

2AustralianCentreofExcellenceinLocalGovernment

Disclaimer

Thisreportisnotacomprehensivelistofalltheframeworksthatareavailableandnoendorsementofanyoftheframeworksisimplied.Asonlysummarymaterialisprovidedinthisreport,councilswillneedtomaketheirownassessmentoftheframeworksthatareappropriatetotheirsituation.

Acknowledgements

ThisreportwasresearchedandwrittenbyStefaniePilloraandSarahArtistfromtheUTSCentreforLocalGovernment,withinputandadvicefromthefollowingpeople:PeterGesling,GeneralManager,PortStephensCouncilTheLocalGovernmentBusinessExcellenceNetwork(LGBEN)TheAustralianChiefOfficer’sGroup Custodiansofseveraloftheframeworkscoveredinthisreportprovidedadditionalinformationforinclusioninthereview.Informationwasalsodrawnfromthereport,SustainabilityToolsSelector,AGuideforLocalGovernmentpreparedfortheUrbanSustainabilitySupportAlliancebytheInstituteforSustainableFutures,UniversityofTechnology,Sydney.AustralianCentreofExcellenceforLocalGovernmentPOBox123BroadwayNSW2007Tel:[email protected]



SECTIONA:INTRODUCTION..........................................................................................................4

SECTIONB:INTERNATIONALEXCELLENCEFRAMEWORKS..............................................................71. BALDRIGENATIONALQUALITYPROGRAM.................................................................................82. EFQM‐EUROPEANFOUNDATIONFORQUALITYMANAGEMENT............................................103. BUSINESSEXCELLENCEFRAMEWORK(BEF)..............................................................................12

SECTIONC:OTHERIMPROVEMENTFRAMEWORKS&METHODS...................................................144. BALANCEDSCORECARD............................................................................................................155. INVESTORSINPEOPLE..............................................................................................................176. SIXSIGMAANDLEANSIXSIGMA..............................................................................................197. HUMANSYNERGISTICS.............................................................................................................218. RESULTSBASEDACCOUNTABILITYFRAMEWORK.....................................................................239. GLOBALREPORTINGINITIATIVE...............................................................................................25

SECTIOND:IMPROVEMENTPROGRAMSDEVELOPEDFORLOCALGOVERNMENT..........................2710. NSWPROMOTINGBETTERPRACTICEPROGRAM...................................................................2811. BESTVALUEREVIEWS.............................................................................................................3012. LGIMPROVEMENTANDDEVELOPMENT:PEERREVIEWPROGRAM......................................3213. EXECUTIVE‐ON‐LOANPROGRAM..........................................................................................3414. 50:50VISION‐COUNCILSFORGENDEREQUITYPROGRAM...............................................................36

CONCLUDINGCOMMENTS............................................................................................................38

REFERENCES..................................................................................................................................39

FURTHERREADING.......................................................................................................................40



SectionA:Introduction

I. Purpose

ThisworkingpaperdescribesthefeaturesofarangeofframeworksdesignedtopromoteexcellenceandcontinuousimprovementinAustralianlocalgovernment.

Thepurposeofthisresearch,asacomponentoftheACELGReviewofExcellenceFrameworksinLocalGovernmentproject,istoprovideanoverviewofimprovementframeworksthatarecurrentlyavailabletocouncilsandtoassistcouncilsbetterunderstandtheirpurpose,featuresandpotentialusefulness.

ThisresearchwillalsoassistACELGininformingthefuturedevelopmentofalocalgovernmentexcellenceframework.

II. Basisforinclusionofframeworksandtools

TheframeworksincludedinthispaperwereidentifiedthroughconsultationwiththeLocalGovernmentBusinessExcellenceNetwork(LGBEN),withlocalgovernmentrepresentativebodiesandwithindividualcouncilsthathaveconsiderableexperiencewithoneormoreoftheframeworks.

Frameworksincludedinthisreporteitheraimtocoverallaspectsofanorganisationfromplanningthroughtoreporting,ortoassistwithaparticularaspectoforganisationalimprovement,‐forexamplestrategicplanning,staffdevelopmentorcorporatereporting.Animportantconsiderationinwhethertoincludeaframeworkwaswhetheritissupportedbyanorganisationthatcanprovideadditionalresources,support,trainingandassessmentservicesandensuretheframeworkiskeptuptodate.

Thisreportdoesnotincludeanexhaustivelistofalltheframeworksavailable,andnoendorsementisintendedtobeimplied.Howeveritistruetosaythatalloftheframeworksincludedinthisreportarecurrentlybeingusedinthelocalgovernmentcontext.

III. Localgovernmentcontext

Indecidingwhichframeworkstoadopt(orhowtoadaptanexistingframework)itisacknowledgedthatcouncilsneedtotakeintoaccountrelevantstategovernmentlegislativerequirementsandguidelines,forexampleBestValueprinciplesoutlinedintheVictorianLocalGovernmentActandtheIntegratedPlanningandReportingframeworkrequirementsintheNSWLocalGovernmentAct.

Itisalsoacknowledgedthatduetovariationsintheirsizeandoperatingbudgets,somecouncilsareconstrainedintheirabilitytopayforcommercialproductsandexternalconsultants.Thisdoesnotmeanhoweverthattheyarenotcommittedtoputtingintopracticetheprinciplesoforganisationexcellenceandcontinuousimprovementintheirorganisations.Anumberofcouncilsadvisethattheydrawonmaterialfromarangeofsources,includingtheframeworksandmethodscitedinthisreport,intheongoingdevelopmentoftheirownmanagementsystems.



Manycouncilsarealsointerestedinensuringthattheframeworkstheyadoptaresuitedtopublicsectoragenciesandfitwiththenotionofpublicvalue.Referenceswhichexploresomeofthequestionsrelatingtopublicvalueareoutlinedinthelastsection,FurtherReading.

IV. Frameworksreviewedinthisreport

InternationalQualityFrameworks

o USBaldrigeExcellenceFrameworko EuropeanFrameworkforQualityManagemento BusinessExcellenceFramework

OtherImprovementFrameworksandMethodologies

o BalancedScorecardo SixSigma/LeanSixSigmao InvestorsinPeopleo HumanSynergisticso Results‐basedAccountabilityFrameworko GlobalReportingInitiative

Improvementprogramsdevelopedforlocalgovernment

o BetterPracticeReviewProgram(NSW)o BestValueFrameworks(UKandVictoria)o LGImprovementandDevelopmentPeerReviewprogram(UK)o Executives‐on‐loanprogram(US)o 50:50Vision‐CouncilsforGenderEquity(Australia)

V. Featuresofframeworksreviewed

Thisreporthasbeencompiledfromadesktopreviewofinformationgainedfromeachoftheframeworkwebsites.Inordertobeusefulandusablebylocalgovernmentorganisations,theytendtocombineanumberifnotallofthefollowingfeatureswhichhavebeendescribedforeachoftheframeworksinthisreport:

1. Briefdescription‐anoverviewoftheframework,includingitspurpose

2. Framework,principlesorcriteriawhichdescribetheapproach‐diagramstoillustratetheframework

3. Theoryandresearchunderpinningtheframeworkexplained‐informationonanyneedsanalysisorresearchwhichinformedtheinitialorongoingdevelopmentoftheframework



4. Supportingmaterials‐suchasmanuals,guidelines,checklistsortrainingprograms

5. Organisationalsupport‐supportofferedbytheowneroftheframework,includingadvice,facilitationordisseminationofgoodpractice

6. Anassessmentprocess‐whetherassessmentcriteriaareusedbyinternaland/orexternalagentsresultinginanimprovementprogram

7. Anawardsprocess‐awardsrecognisingindustryleadersandsignificantimprovements

8. Evaluation,andsharingresultswithotherorganisations‐whetherthereisaprocessofcontinualimprovementofthetoolitself,andalsowhetherthesharingofresultsandgoodpracticearefacilitatedbetweenframeworkusers

9. Tailoredtothelocalgovernmentcontext–someoftheframeworkshaveeitherbeendesignedortailoredspecificallyforuseinthelocalgovernmentcontext,andcouncilsknowntohaveusedtheframeworkarealsoreferenced

Futureiterationsofthisreportwillaimtoaddanyadditionalinformationwhichhasnotbeenavailableatthetimeofwriting.

VI. ISO9001standardsandrelationshiptoexcellenceframeworks.

ISO9001isaseriesoffiveinternationalstandardspublishedin1987bytheInternationalOrganizationforStandardization(ISO),Geneva,Switzerland.Companiescanusethestandardstohelpdeterminewhatisneededtomaintainanefficientqualityconformancesystem.Forexample,thestandardsdescribetheneedforaneffectivequalitysystem,forensuringthatmeasuringandtestingequipmentiscalibratedregularlyandformaintaininganadequaterecord‐keepingsystem.ISO9001registrationdetermineswhetheracompanycomplieswithitsownqualitysystem.

OverthelasttwodecadestherehasbeenasteadyincreaseinthenumberofcountriesthathaveadoptedISO9001astheirnationalqualitystandard,aswellasacontinualincreaseinthenumberofcompanieswhocertifytothestandard.ISOstandardsandassociatedguidancedocumentshaveseveralAustraliandistributorsincludingSAIGlobal(www.saiglobal.com,NCSInternational(www.ncsi.com.au)andBSIAustralia(www.bsigroup.com.au)allwhooffertrainingandaccreditation.TheorganisationJAS‐ANZ(www.jas‐anz.com.au)givesaccreditationtocertifyingbodiesandmaintainsaregisterofaccreditedassessmentbodies.InareportonastudyundertakenbyMonashUniversityinVictoriaandsupportedbyJAS‐ANZ(MonashUniversity,2006),itisnotedthatduetoarangeoffactors,includingthestronginfluenceofexternallyorientedmotivationsinthepursuitofISO9001certificationandthe‘standalone’ratherthanintegratedapproachtakentoqualitymanagement,manycompanieshavenotgonebeyondaminimalistapproachtoISO9001implementation.



Theframeworksandprogramscoveredinthisreport,withtheiremphasisonthecontinuousimprovementofallaspectsoftheorganisation,complementthecompliancefocusoftheISOstandards.vii. SoftwaretoolsthatsupportexcellenceframeworksArangeofsoftwarepackagesandothertechnicaltoolsareavailabletoassistcouncilswiththeimplementationofexcellenceframeworks.Someofthesoftwarepackagesaretailoredtospecificframeworkswhileothersaremoregeneric.Whiledetailedcoverageoftheseproductsisbeyondthescopeofthisreport,severalofthegenericproductsusedbyAustraliancouncilsarelistedbelow.

PerformancePlanningsoftware‐apurposebuiltsolutiontodocument,manageandreportonallaspectsofstrategicandoperationalplanning,includingriskandsustainabilityissues.’SeeTechnologyOnehomepage,www.TechnologyOne.com.au

Interplansoftware‐‘asinglesystemfordrivingyourorganisation’sstrategic,corporate,businessandservicelevelplanningwithbudgetsandperformancemeasureslinkedtoyourmanagementframework’.SeeCAMManagementSolutionshomepage,www.cammanagementsolutions.com.au

HRManagement,BusinessPlansandGovernanceSoftware–aimedat‘aligningindividualemployeeefforttohigherlevelCounciloutcomeswithparticularemphasisonBusinessPlanningandGoodGovernance.’SeeCAMBRONhomepage,www.camron.com.au

SectionB:InternationalExcellenceFrameworks

Abriefoverviewisprovidedbelowofthethreemainexcellence(orquality)modelsthatareusedinternationally:

1. USBaldrigeExcellenceFramework2. EuropeanFrameworkforQualityManagement3. BusinessExcellenceFramework

ThecustodiansoftheseframeworksaremembersoftheGlobalExcellenceModel(GEM)CouncilalongwithConfederationofIndianIndustry,JapaneseProductivityCentreforSocio‐EconomicDevelopment,Fundibeq(LatinAmerica)andSpringSingapore–allwhohostexcellence/qualityawards.TheGEMCouncilservesas‘aglobalfraternityinthefieldofExcellenceandexploresopportunitiesfornewservicesandawardprogrammes’.1

1www.efqm.org/en/Home/theEFQMnetwork/Partnerships/GEM



1. BALDRIGENATIONALQUALITYPROGRAM

FeaturesBriefdescriptionincludingpurpose

TheBaldrigeNationalQualityProgram,managedbyTheUnitedStatesCommerceDepartment’sNationalInstituteofStandardsandTechnology(NIST)hasthemissionof‘enhancingthecompetitiveness,quality,andproductivityofU.S.organizationsforthebenefitofallU.S.residents.’Theprogram:

• Developsanddisseminatesevaluationcriteria• ManagestheMalcolmBaldrigeNationalQualityAward• Promotesperformanceexcellence• Providesgloballeadershipinthelearningandsharingof

successfulstrategiesandperformancepractices,principles,andmethodologies

Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform

TheBaldrigeperformanceexcellencecriteriaareaframeworkthatanyorganisationcanusetoimproveoverallperformance.Sevencategoriesmakeuptheawardcriteria:

• Leadership • Strategicplanning• Customerfocus • Measurement,analysis,andknowledgemanagement • Workforcefocus • Processmanagement • Results

Theresultscategorycoverstheorganisation’sperformanceandimprovementinitskeybusinessareasandincludesgovernanceandsocialresponsibilityandhowtheorganisationperformsrelativetocompetitors.Seediagrambelow.

Frameworkforperformanceexcellencecriteria



Theoryandresearchunderpinningtheframeworkexplained

MaterialnotprovidedontheBaldrigehomepage.

Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision

ThreeversionsoftheCriteriaforPerformanceExcellence–Business/Nonprofit,EducationandHealthCare,andarangeofselfassessmentresourcesandcasestudiesareavailableontheBaldrigehomepagefreeofcharge.

Organisationalsupport,egstaff/consultantadviceandfacilitation

ExaminerambassadorscomplementtheeffortsofBaldrigestaffinconductingtheawardprocess.Morethan550industryexpertsserveasExaminerseveryyear.

Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram

Theprogramprovidesassessmenttoolstoevaluateimprovementeffortsandfeedbackreportsfromateamoftrainedexperts,highlightingorganizationalstrengthsandopportunitiesforimprovement.Assessmentsaresubsidised.Selfassessmenttoolsarealsoprovided.

Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements

TheBaldrigeAwardisgivenbythePresidentoftheUnitedStatestobusinesses—manufacturingandservice,smallandlarge—andtoeducation,healthcareandnonprofitorganisationsthatapplyandarejudgedtobeoutstandinginthesevencategorieslistedabove.

Evaluationand/orprocessforcontinualimprovementoftheframeworkitself,andsharingresultswithotherorganisations

TheBaldrigewebsitecontainsdataonevaluationandinformationonnewinitiativesinresponsetoevaluationandfeedback.Improvementsuggestionsarealsoinvited.

Tailoredtothelocalgovernmentcontext

Noinformationprovided.

Contactdetails

BaldrigeCustomerService:301‐975‐2036TelephoneE‐[email protected]:www.nist.gov/baldrige



2. EFQM‐EUROPEANFOUNDATIONFORQUALITYMANAGEMENT


EFQMisanotforprofitmembershipfoundationwiththestatedmissionof‘bringingtogetherorganisationsstrivingforSustainableExcellence.’

EFQMisthecustodianoftheEFQMExcellencemodel,describedbyEFQMasa‘anon‐prescriptiveframeworkthatcanbeusedtogainaholisticviewofanyorganisationregardlessofsize,sectorormaturityandprovidesaframeworkforcomparisonwithotherorganisations.’

Foundedin1988,EFQMhas600memberscomprisingprivateandpublicorganisationsfromdifferentsectors.EFQMclaimthattheirframeworkisthemostwidelyusedorganisationalframeworkinEuropeanditisthebasisforthemajorityofnationalandregionalqualityawards.


Itisbasedonninecriteria.Fiveoftheseare‘Enablers’andfourare‘Results’.The‘Enabler’criteriacoverwhatanorganisationdoes.The‘Results’criteriacoverwhatanorganisationachievesandhow.Seediagrambelow.

EEFEFQMExcellence

EFTheoryandresearchunderpinningthetoolexplained

NomaterialprovidedonEFQMwebsite



Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision.

TheEFQMKnowledgeBasecontainsarangeoftools,resources,reports,presentations,logosandcasesstudiesformembers.SomeEFQMpublicationsarealsoforsaletonon‐members.EFQMTrainingServicesinclude:

• AssessorDevelopmentPath• LineManagerDevelopmentPath• EFQMAmbassadorTraining• LeadershipDevelopmentProgram.


EFQMprovidesframeworksfordifferenttypesofassessmentandassistsorganisationswithinternalandexternalassessmentstoidentifyareasforimprovement.TheEFQMAssessorTrainingcourseisprovidedforAssessors.


TheEFQMannualexcellenceawardisakeyfeatureoftheprogram.Awardwinnerssince1992arelistedontheEFQMwebsite.


Servicestosupportimplementationincludepeertopeerexchangeandbenchmarking,LearningVisitsandCommunitiesofPractice.ServicesareprovidedbyEFQMcorestaffinBrusselsandaninternationalnetworkoftrainersandconsultants.

Processforcontinualimprovementoftheframeworklitself,andsharingresultswithotherorganisations

TheEFQMExcellenceModelisregularlyrevisedwiththe2010versionnowbeingpromoted.InapollcarriedoutbyEFQM,97%oftheusersfoundtheupgradedmodelusefulandofvalue.


TheEFQMiswidelyadaptedforuseindifferentsectorsindifferentcountries,includingpublicinterestorganisations.AwelldocumentedexampleistheSingaporeSchoolExcellenceModel(NgPakTee,2003).NoinformationavailableontheuseofEFQMbylocalgovernmentatthetimeofwriting.

ContactDetails

EFQMAvenuedesOlympiades,21140Brussels,BelgiumTel:+3227753511Fax:+3227753596E‐mail:[email protected]

Website:www.efqm.org



3. BUSINESSEXCELLENCEFRAMEWORK(BEF)

Features BriefDescriptionandoverview

SAIGlobalwhohoststheBusinessExcellenceFramework(BEF)describetheframeworkas:‘Anintegratedleadershipandmanagementsystemthatdescribestheelementsessentialtosustainableorganisationalexcellence’Therearecloseto80nationalBusinessExcellencemodels‐allbasedonthesetofprinciplesoutlinedbelow.

Aspirations,framework,principlesorcriteria

TheBEFprovidesasetofbusinessexcellenceprinciplescoveringtheareasofLeadership,StrategyandPlanning,Data,InformationandKnowledge,People,CustomerandMarketFocus,Innovation,QualityandImprovementandSuccessandSustainability.Seediagrambelow.

BusinessExcellenceFramework

Theoryandresearchunderpinningthetoolexplained

Nomaterialprovidedonthewebsite


AsadvisedbySAIGlobal,supportingmaterialsinclude:• Diagnostictoolstoidentifygapsinperformance• Practicalorganizationalimprovementprograms• Publicationstogroworganizationalunderstandingto

achieveorganizationalexcellence• TrainingandworkshopsinallaspectsofOperational

Excellence

AGraduateCertificateinBusinessExcellenceisalsooffered.




InadditiontoSAIGlobalassessors,theoptionofselfassessmentisprovidedthroughdiagnostictoolstoidentifygapsinperformanceorexternalassessment.


TheAustralianBusinessExcellenceAwards includeBronze,SilverandGoldcategoriesandtheExcellenceMedal. Studytoursareprovidedtoshowcasetheawardwinningbusinesses.

Staff/consultantadvice,facilitationanddisseminationofgoodpractice

ConsultantsfromSAIGlobalcanofferstructuredtrainingworkshops,informationsessionandindividualcoachingtokeystaff.

Processforcontinualimprovementoftheframeworkitself,andsharingresultswithotherorganisations

BEFpersonneladvisethattheyarereviewingtheirtoolsandprogramsinresponsetofeedbackfromcouncils.


TheExcellenceinLocalGovernmentprogram(EiLG)istailoredtosupportcouncilsinintegratingBEF.Corecostsvarybetween$30,000and$40,000inthefirstyear,dependingonthesizeofthecouncilandthecomponentsselected.Around70councilsinAustraliaareusingtheABEFframeworkinastrategiccapacity.

Contactdetails:

BEFExcellenceinLocalGovernmentProgramSAIGlobalGPOBox5420SydneyNSW2000

Tel:1300650262

Website:www.saiglobal.com



SectionC:OtherImprovementFrameworks&Methods

Thissectionprovidesanoverviewofframeworksandmethodsthataddresssome(butnotall)elementsoforganisationalimprovementandcanbeusedinconjunctionwiththeoverarchingframeworksoutlinedinSectionB.

1. BalancedScorecard2. SixSigma3. InvestorsinPeople4. HumanSynergistics5. Resultsbasedaccountabilityframework6. GlobalReportingInitiative



4. BALANCEDSCORECARD


TheBalancedScorecardInstitute(BSI)intheUnitedStatesdescribesthebalancedscorecardasa‘strategicplanningandmanagementsystemusedtoalignbusinessactivitiestothevisionandstrategyoftheorganization,improveinternalandexternalcommunications,andmonitororganisationalperformanceagainststrategicgoals.’ ItwasoriginatedbyDrs.RobertKaplan(HarvardBusinessSchool)andDavidNortonasaperformancemeasurementframeworkthataddedstrategicnon‐financialperformancemeasurestotraditionalfinancialmetricstogivemanagersandexecutivesamore'balanced'viewoforganisationalperformance.Visit, www.balancedscorecard.orgforfurtherinformation.BalancedScorecardAustralia(BSA)istheAustralianaffiliateoftheUSA‐basedBalancedScorecardInstitute.


Thebalancedscorecardsuggeststhattheorganisationisviewedfromfourperspectives,anddevelopsmetrics,collectsdataandanalysesitrelativetoeachoftheseperspectives:

• TheLearning&GrowthPerspective• TheBusinessProcessPerspective• TheCustomerPerspective• TheFinancialPerspective




BSIwebsitereferstotheestablishedmanagementprinciplesthatunderpintheirapproachbutdoesnotprovidedetails.

Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision.

BSIprovidesarangeofarticles,casestudiesontheirwebsite.Thesectionongovernmentperformancemanagementalsoincludesthe‘municipalbalancedscorecard’.BSAprovides2,3,and5‐daytrainingcoursesaboutdeveloping,implementingandmaintainingbalancedscorecardssystems(BSCs)inorganisations.ThecoursesareheldalternatelyeachmonthinMelbourneandSydney.Customisedworkshopsarealsooffered.

Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginanimprovementprogram

ThefocusofBSIisonassistingorganisationstodevelopastrategicmanagementsystemratherthanonexternalbenchmarking.TheNine‐StepstoSuccessFrameworkfordevelopingastrategybasedscorecardsystem:

1.Assessmentoftheorganisation2.Confirmationordevelopmentoftheorganisation’sprincipalstrategies3.DevelopingStrategicObjectivesfortheorganisation4.DevelopingStrategyMapsfortheorganisation5.Developingtheorganisation’sPerformanceMeasuresandTargets6.Developingtheorganisation’sStrategicInitiatives7.Automation8.CascadingtheBSCthroughouttheorganisation9.Ongoingmonitoring‐thesysteminuse


NoawardsprocessinAustralia.


BalancedScorecardAustraliaprovidesintroductoryworkshopsandexpertadviceaspartofconsultingservices.

Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations

Noinformationprovidedonthewebsite.


TheBSIwebsitecontainsarticlesandcasestudiesofhowthescorecardcanbeappliedtodifferentsectors.AnumberofAustraliancouncilsusethisapproach.

Contactdetails

Level40,140WilliamSt,Melbourne,Victoria,3000Phone:96078282Website:www.balancedscorecardaustralia.com



5. INVESTORSINPEOPLE


TheInvestorsinPeople(IIP)Standardisusedasaqualityframeworkandmeasurementtooltobenchmarkbestpracticeofanorganisationspeoplestrategy.

ItwasdevelopedintheUnitedKingdomintheearly90'stogiveorganisationsaframeworktousetohelpthemimprovetheperformanceoftheirorganisationthroughitspeople.Sincethenithasbeenadoptedbyover80,000organisationsworldwideandisavailablein19differentlanguages.

InvestorsinPeopleAustralia(IIPAustralia)operatesaspartofthenetworkrunbyInvestorsinPeopleUK(IIPUK)andtheirstrategicpartner,theInternationalQualityCentre.


TheIIPStandardcontains10Indicatorsandsupportedby39Evidencerequirements.Seediagrambelow.

InvestorsinPeopleStandard


Althoughinformationisnotprovidedonthewebsite,IIIPpersonneladvisethattheframeworkisbasedonestablishedperformancemanagementandleadershiptheory.Furtherdetailscanbeprovidedonrequest.


TheIIPUKwebsitecontainsIIPInteractive,afreebusinessimprovementtoolincludingadiagnosticandfreeguides,examplesandtemplates.IIPAustraliaoffersahalfdayintroductorycourse,Investorsin



PeopleAwareness,aimedatseniormanagementandathreedaycoursedesignedforoperationalmanagers,CreatingInternalChampions.


IIPconsultantsconductingtheassessmentsreviewessentialdocuments,undertakeone‐to‐oneinterviewswithselectedstaffandprovideverbalfeedbacktomanagersandawrittenreport.Thepriceforanassessmentisdeterminedbysizeofthesampleselectedforinterviews.


IIPAustraliaoffersadiagnosticassessmenttoprovidefeedbackagainstthe10IndicatorsoftheStandardasreferencepointsandareporthighlightingareasforimprovement.


Higherlevelaccreditation(Bronze,SilverandGoldawards)canbeappliedforthroughIIP,whichcanbeheldforthreeyears.


IIPAustraliacanprovidesummaryresearchintotheimpactoftheIIPstandardonbusinessperformance(CranfieldUniversity,1998).


IIPUKworksincollaborationwiththeLGImprovementandDevelopmentagencytoactivelysupportlocalauthoritiesintheirworkforcestrategiesandbusinessperformance.IIPUKadvisethatasignificantmajorityoflocalauthoritiesworkwithIIPwith71%ofauthoritieshavingInvestorsinPeoplestatusforthewholeoftheauthority.Eightlocalgovernmentcasestudiesareincludedontheirwebsite.IIPAustraliaispromotingthetoolforusebyAustraliancouncils.CouncilswhohadusedIIPatthetimeofwritingincludeManninghamandCardiniaShireinVictoriaandManlyinNSW.

Contactdetails

StuartBurgessDirectorInvestorsinPeopleAustraliaPtyLtdPhone:1300798480Website:www.investorsinpeopleaustralia.com.au



6. SIXSIGMAANDLEANSIXSIGMA


SixSigmaisabusinessmanagementstrategyoriginallydevelopedbythecompanyMotorola.SixSigmaseekstoimprovethequalityofprocessoutputsbyidentifyingandremovingthecausesofdefects(errors)andminimisingvariabilityinmanufacturing.Itusesavarietyofqualitymanagementmethodsinparticularstatisticalmethodsandcreatesaspecialinfrastructureofpeoplewithintheorganization,includingBlackBeltsandGreenBeltswhoareexpertsinthesemethods.EachSixSigmaprojectcarriedoutwithinanorganizationfollowsadefinedsequenceofstepsandhasquantifiedtargets.Thesetargetscanbefinancial(costreductionorprofitincrease)orwhateveriscriticaltothecustomerofthatprocess(cycletime,safety,delivery,etc).


SixSigmaprojectsfollowtwoprojectmethodologies.DMAIC(Define,Measure,Analyse,Improve,Control)isusedforprojectsaimedatimprovinganexistingbusinessprocess.Seediagrambelow.

DMADV(Define,Measure,Analyse,Design,Verify)isusedforprojectsaimedatcreatingnewproductorprocessdesigns.

WithintheindividualphasesofaDMAICorDMADVproject,SixSigmausesmanyestablishedquality‐managementtoolsthatarealsousedoutsideofSixSigma.


ThetermSixSigmacomesfromafieldofstatisticsknownasprocesscapabilitystudies.Originally,itreferredtotheabilityofmanufacturingprocessestoproduceaveryhighproportionofoutputwithinspecification.SixSigmadrewonprecedingqualityimprovementmethodologiessuchasqualitycontrolTQMandZeroDefects.

Likeitspredecessors,SixSigmatheoryassertsthat:



• Continuouseffortstoachievestableandpredictableprocessresults(i.e.,reduceprocessvariation)areofvitalimportancetobusinesssuccess

• Manufacturingandbusinessprocesseshavecharacteristicsthatcanbemeasured,analysed,improvedandcontrolled

• Achievingsustainedqualityimprovementrequirescommitmentfromtheentireorganization,particularlyfromtop‐levelmanagement.


MotorolaUniversityprovidesarticlesandlimitedfreetrainingmaterialontheirwebsitewww.motorola.com/Business/US‐EN/Motorola+University/Free+Six+Sigma+Lessons.AwiderangeofotherorganisationsandconsultanciesintheUS,Australiaandelsewhereprovideresourcematerials,software,trainingandcertificationinthesixsigmamethod‐andvariationsofthesixsigmamethodsuchasLeanSixSigma.AustralianuniversitiesthatprovideSixSigmatrainingincludeMelbourneUniversity,UTSandUniSA.CommercialprovidersincludeSAIGlobal.


Arangeofcommercialprovidersofferconsultancyservicesandadviceintheapplicationofsixsigmamethod.


SixSigmaassessmentsisfocusedonspecificprocesseswithinanorganisation–usingtrainedinternalstafforexternalconsultants.


Noawardprocess


Evaluationsofthistoolvarygreatlywithmanyusersclaimingsignificantreductionsincosts.Criticsclaimthatthetoolisnarrowlydesignedtofitanexistingprocessandcannotbeapplieduniversally.


Althoughnotdesignedforgovernment,publicsectororganisationshaveappliedaspectsofthesixsigmamethod.CouncilswhoareapplyingSixSigmatoreduceerrorsandtoreducecostsincludeTheHillsShireinSydney,NSW.

Contact

MotorolaUniversitySixSigmaServices1303E.AlgonquinRd,8thFloorSchaumburg,IL60196‐1079Email:[email protected]:InsidetheUS(800)446‐6744OutsidetheUS+1(847)576‐1310Website:www.motorola.com/Business/US‐EN/Motorola+University



7. HUMANSYNERGISTICS


HumanSynergisticsinAustraliaispartofagroupofaHumanSynergisticsgroupofcompaniesthatoriginatedintheUnitedStates.

TheorganisationdescribestheirIntegratedDevelopmentSystemas‘amulti‐levelsystemforhumanperformancemeasurementanddevelopment.Thesystemenablesorganisationstoinitiatechangeprogrammesattheindividual,groupandorganisationallevelseithersimultaneouslyorsequentially.’


HumanSynergisticshavedevelopedtheCircumplexmodelwhich‘formsthefoundationoftheintegratedsystemandisaquantitativemeasurementinstrumentprovidingacommonlanguageandthemetolinkthesemulti‐leveldevelopmentefforts.’

Thecircumplexdrawsontwelvestylesofthinkingandbehavingandclusterstheseintothreegeneralorientations–constructive,passive/defensiveandaggressive/defensive.Seediagrambelow.

TheCircumplexmodel


TheHSIwebsiteadvisesthatHSICircumplexwasdevelopedbypsychologistDr.J.ClaytonLaffertyover30yearsagoandclaimsthat‘Scientificprinciplesofobservation,testing,applicationandmeasuringchangesensurethereliabilityandvalidityofourapproach.’Howeverdetailsofunderlyingtheoryarenotprovided.




ToolsusedbyHumanSynergisticsinclude TheLeadershipStylesInventory(LSI),theOrganisationalEffectivenessInventory(OEI)andtheOrganisationalCultureInventory(OCI)‐allbrieflydescribedonthewebsite.Severalarticlesandcasestudiesareprovidedonthewebsite.


HumanSynergisticsoffersconsultingandtrainingservicesfromofficesinSydneyandMelbourne.Accreditationandmemberservicesareprovidedforconsultants.OtherprovidersoftrainingincludeLGSANSWwhodelivertheHumanSynergisticsCultureChangeProgram(www.lgsa.org.au).


Externalconsultantsofferassistancetoorganisationsinapplyingtheabovetoolsanddeveloping‘prescriptiveimprovementplans’.


TheCulturalTransformationAchievementAward,establishedin2006,isopentocompaniesinAustraliaandNewZealand.


HumanSynergisticspersonneladvisethatthereisanongoingprocessfordatacollectionandreviewoftheirtools.


Whilenottailoredtothelocalgovernmentcontext,HumanSynergisticsadvisethatover50councilshaveusedthesemethods,includingMarioninSA,MandurahinWAandFairfieldinNSW.

Contactdetails

SydneyofficeSuite2,Level18WindmillStreetMillersPointNSW2000Tel:+61(0)292715900Fax:+61(0)292476310info@human‐synergistics.com.auMelbourneofficeSuite2,Level14470CollinsStreetMelbourneVIC3000Tel:+61(0)396750100Fax:+61(0)396293095info@human‐synergistics.com.auWebsite:www.human‐synergistics.com.au



8. RESULTSBASEDACCOUNTABILITYFRAMEWORK


TheResultsBasedAccountabilityFrameworkwasdevelopedbytheFiscalPolicyStudiesInstitute(FPSI)foundedin1996byMarkFriedman.Results‐BasedAccountabilityisdescribedas‘adisciplinedwayofthinkingandtakingactionthatcanbeusedtoimprovethequalityoflifeincommunities,cities,states,territoriesandnations.Results‐BasedAccountabilitycanalsobeusedtoimprovetheperformanceofprograms,agenciesandservicesystems.’Theframeworkandassociatedmaterialshavebeenappliedmainlytosocialprograms,suchasprogramsforfamilyandchildrenbuttheprinciplescanbemorebroadlyapplied.


Whiletheframeworkisnotexplainedonthewebsite,theprocessincludes:

• startswithendsandworksbackwardstomeansthroughthinkingandquestioning,

• emphasis on the importance of using a common andplainlanguage;

• clarifying population accountability and performanceaccountabilityanddealingwiththeseseparately;

• establishing results and indicators of community well‐beingthatwilldeliverthedesiredresults;

• visuallyplottingresults;• usingresultstodrivedecisionmakingandbudgeting;• identifying performance measures for programs,

agencies,andservicesystems;• annual reviewofoutcomesandrethinkingof strategies

thatarenotdelivering;• usingperformancemeasurestoimproveperformance;• three simple performance measure categories: How

much did we do? How well did we do it? Is anyonebetteroff?and

• linkingprogramaccountabilitytocrosscommunityefforts.


Friedmanexplainshisapproachinhisbook,TryingHardIsNotGoodEnough,HowtoProduceMeasurableImprovementsforCustomersandCommunities,whichcanbeorderedonlinewww.resultsaccountability.com


Arangeofrelatedpublicationsarelistedonthewebsite.MaterialsthatcanbepurchasedincludetheResultsAccountability101DVD.




FPSrunsworkshopswithintheUSandinternationallyandalsomakesmaterialsavailabletogovernment,nonprofitorganisationsandsmallconsultancies.ForexampleFPSIranworkshopsinJune2010inVictoriaandTasmania.


Noassessmentprocessofferedbyexternalagents.


Noawardsprocess.


Noinformationprovidedonthewebsite.


Theframeworkhasnotbeentailoredtolocalgovernmenthowevertheemphasisonoutcomesforcommunitieshasresultedinstronginterestinthisframeworkbyarangeofgovernmentandnonprofitorganisations.

Contactdetails

MarkFriedmanDirectorFiscalPolicyStudiesInstitute(FSPI)7AvenidaVistaGrande#140SantaFe,NewMexico87508Tel:5054663284Email:[email protected]:www.resultsaccountability.com



9. GLOBALREPORTINGINITIATIVE


TheGlobalReportingInitiative(GRI)frameworkassistsorganisationstomovebeyondfinancialreportingandtoreportontheireconomic,environmentalandsocialdimensionsoftheiractivities,productsandservices.Themainelementsoftheframework,theSustainabilityReportingGuidelines,includeguidanceonperformanceindicatorsandprovideacommonreportinglanguageacrossprivateandpublicsectors.SupportedbytheFederalGovernmentinAustralia,theGlobalReportingInitiative(GRI)isanetwork‐basedinternationalorganisationestablishedin1997withthemissionofdevelopinggloballyapplicableguidelinesforsustainabilityreporting.Sinceitsinceptionin1997,nearly1000organisationshavereferencedtheGuidelinesintheirsustainabilityreports.Theseincludeorganisationsfrommanysectorsacrosstheglobe.


TheGRIframeworksetsoutprinciplesandindicatorsthatorganisationscanusetomeasureandreporttheireconomic,environmental,governanceandsocialperformance.ThecornerstoneoftheframeworkistheSustainabilityReportingGuidelines.ThethirdversionoftheGuidelines,knownastheG3Guidelines,waspublishedin2006.GRIisabroadapproachintendedforusebyallorganisations,notjustintheprivatesector.


TheLearningandSupportsectionoftheGRIwebsiteprovidesresearchanddevelopmentpublications


ArangeofmaterialscanbedownloadedforfreefromtheGRIwebsite.TheseincludetheSustainabilityReportingframework,informationonApplicationLevelChecks,IndicatorProtocolsandSectorSupplements:http://www.globalreporting.org/ReportingFramework/ReportingFrameworkDownloads.


TheGRINetworkManagerinAustraliaprovidesintroductoryworkshops.Ascapacityislimited,theGRICertifiedTrainingProgramhasbeendevelopedtohelpuserstomoreeffectivelyusetheGRIFrameworkandGRIreports.SeeGRIwebsitefororganisationscertifiedtodeliverthetraining.


Althoughtheguidelinesaredesignedforselfassessmentbyorganisations,GRIencouragestheindependentorexternalassuranceofsustainabilityreportstoimprovethecredibilityofthereports.


Noawardsprocess.




AkeyobjectiveofGRIistheexchangeofsustainabilityinformationandthecontinuousimprovementoftheSustainabilityReportingFrameworkthroughtheparticipationofnetworkmembers.Inresponsetocallsbyleadingorganisations,GRIisdevelopingcommunityindicatorsandhumanrightsindicators.


APublicAgencySectorSupplementhasbeenproducedforusebypublicsectororganisationsincludinglocalgovernment.WhileanumberofAustraliancouncilsuseGRImaterialswhichareavailablefreeofcharge,somecouncilsareGRIorganisationalmembersincludingBrisbaneCityCouncil,theCityofGosnells,theCityofMelbourne,PenrithCityCouncilandHornsbyCityCouncil.

Contactdetails

GlobalReportingInitiativePOBox100391001EAAmsterdamTheNetherlandsTelephone:+31(0)205310000Facsimile:+31(0)205310031

Website:www.globalreporting.org

GRIinAustralia

GRINetworkManagerStJamesEthicsCentreEmail:[email protected]:www.thehub.ethics.org.au/gri/gri_in_australia



SectionD:ImprovementProgramsDevelopedforLocalGovernment

Thissectionprovidesanoverviewofseveralprogramsdevelopedspecificallyforthelocalgovernmentsector‐inAustraliaandinternationally.

o BetterPracticeReviewprogram(NSW)o BestValueframeworks(UKandVictoria)o LGImprovementandDevelopmentpeerreviewprogram(UK)o Executives‐on‐loanprogram(US)o 50:50Vision‐CouncilsforGenderEquity(Australia)



10. NSWPROMOTINGBETTERPRACTICEPROGRAM


TheNSWLocalGovernmentReform‐PromotingBetterPracticeisareviewprocessthatispartofthelocalgovernmentreformprogrammanagedbytheDivisionofLocalGovernment,NSWDepartmentofPremierandCabinet.Theprogramaimstoimprovetheviabilityandsustainabilityofcouncils.Theprocesshasanumberofobjectives:

• togeneratemomentumforacultureofcontinuousimprovementandgreatercomplianceacrosslocalgovernment

• toprovidean‘earlyintervention’optionforcouncilsexperiencingoperatingproblems

• topromotegoodgovernanceandethicalconductprinciples

• toidentifyandshareinnovationandgoodpracticeinlocalgovernment

• toenablethedivisiontousereviewinformationtofeedbackintoitsworkinidentifyingnecessarylegislativeandpolicyworkforthelocalgovernmentsector.


Programtoolsinclude:

• PromotingBetterPracticeChecklist• AnnualReportChecklist• ManagementPlanChecklist• StateoftheEnvironmentReportChecklist


Informationnotprovidedonwebsite.


SupportingmaterialsincludeDivisionalPracticeNotesandGuidelines,PublicationsissuedbytheIndependentCommissionAgainstCorruption,theNSWOmbudsmanandtheAuditOfficeofNSW,ResourcesproducedbytheLocalGovernmentandShiresAssociationsandLocalGovernmentManagersAustralia,andexamplesofbetterpracticesfromothercouncils.

Aseriesof5checkliststhatrelatetocouncil’sassessmentofitsabilitytomeetminimumpracticestandardsisprovided.ThechecklistcoverstheareasofGovernance;RegulatoryFunctions;AssetandFinancialManagement;CommunityandConsultation;andWorkforceRelations.


Thedivisionalreviewteamassessescouncil’soverallstrategicdirection,checkscompliance,examinespracticesandensuresthatcouncilhasframeworksinplacetomonitoritsperformance,andprovidesfeedbacktocouncils.



Thedivisionencouragesallcouncilstousetheprogramtoolsasabasisforself‐assessmentoftheirownoperationsandperformance.


Theassessmentprocessinvolvesacombinationofselfassessmentandexternalassessmentprovidedbythedivisionresultinginrecommendationsforimprovement.


Noawardsprocess

Evaluationand/orprocessforcontinualimprovementoftheframeworkitself,andsharingresultswithotherorganisations

Anevaluationin2009hasresultedinchangestotheprogramwithreportingbeing‘byexception’ratherthanadetailedauditofallaspectsofacouncilsperformance.TheDivisionofLocalGovernmentisalsoaimingtoprovidemoreusefulinformationonwhatconstitutesgoodpractice.


ThisprogramisdesignedspecificallyforNSWLocalGovernment.Reviewreportsundertakensince2004areavailableontheDLGwebsite,www.dlg.nsw.gov.au/dlg/dlghome.

Contactdetails

InvestigationsandReviewBranchoftheDivisionofLocalGovernmentNSWDepartmentofPremierandCabinetTelephone:0244284100Email:[email protected]:LockedBag3015NowraNSW2541

Website:www.dlg.nsw.gov.au/dlg/dlghome



11. BESTVALUEREVIEWS


OrganisationalreviewsbasedonBestValuePrinciplesaredesignedtoensurethatlocalservicesareareflectionoflocalcommunityneedsandexpectations,bothintermsofqualityandcost.BestValueframeworkandprinciplesoriginatedintheUK(seedetailsbelow).In1999theVictoriangovernmentintroducedlegislationforBestValuePrinciplestoreplacecompulsorycompetitivetendering,‐theLocalGovernment(BestValuePrinciples)Act1999,ActNo.59/1999.)


BestValuePrinciplescanbesummarisedasfollows:• Allservicesmustmeetqualityandcoststandards• Allservicesmustberesponsivetocommunityneeds• Aservicemustbeaccessibletothoseforwhomitis

intended• Acouncilmustachievecontinuousimprovementinits

provisionofservices.TheVictorianGovernmentexpandsonexplainstheseprinciplesintheLocalGovernmentAct,www.austlii.edu.au/au/legis/vic/consol_act/lga1989182Plannedreviewofserviceshasbeenviewedasarequirementforachievingahighstandardofcontinuousimprovement.BuildingontheVictorianexperience,theCityofRyde(NSW)whoisprogressivelyundertakingBestValueReviewsofeachofthe21serviceunits,hasestablishedthefollowingframeworkfortheReviews: Stage1‐ReviewandImprove(Challenge)Stage2‐MeasureSatisfactionandPerformance(Consult)Stage3‐BenchmarkandLearn(CompetitionandCompare)Stage4‐PrioritiseServicesandCreateInnovation (Implement)Forfurtherdetailsvisit:www.ryde.nsw.gov.au/council/organisationalreview


Between2000/01and2007/08,BestValueprovidedthestatutorybasisonwhichcouncilsplanned,reviewedandmanagedtheirperformance.UnderBestValue,councilshadadutytocontinuouslyimprovetheirservices.ComprehensiveAreaAssessment(CAA)isthenewUKexternalassessmentofhowwelllocalpublicservicesareperforming. CAAseekstoassesshowwellcommunitiesarebeingservedbytheirlocalpublicservices,includingcouncils,police,health,andfireand



rescueservices.Itemphasisesthequalityoflifeofresidents,andhowwellthesebodies,workingtogether,areachievingimprovementandprogressingtowardslong‐termgoals.


TheImprovementandDevelopmentAgencyforlocalgovernment(LGImprovementandDevelopment)website,www.LGImprovementandDevelopment.gov.uk,containsseveralpublicationsthatexplainBestValueaswellasotherimprovementtools.LocalGovernmentVictoriainpartnershipwiththeLGProCorporatePlannersNetworkandtheformerBestValueCommissionproduced‘AGuidetoachievingawholefororganisationapproachtoBestValue.‘Copiescanbedownloadedfreeofchargefromwww.localgovernment.vic.gov.au.


TheformerVictorianBestValueCommissionprovidedservicestocouncilsinimplementingtheframework.LocalGovernmentVictoriaprovidesprogramsthatbuildonbestvalueprinciples,inparticulartheCouncilReformingBusinessprogramwhichhasanemphasisonprocurement.Seewww.localgovernment.vic.gov.au


IntheUKBestValuecompliancewasdemonstratedthroughanexternalauditprocess. InVictoriathesectorwasencouragedtodevelopitsownsolutionstoachieveanddemonstrateperformanceimprovement.


Noawardsprocess.


WhilestillakeypartofVictorianlegislation,BestValueasamethodologydoesnotappeartohaveanycurrentorganisationalchampions–apartfromindividualcouncils.NotethecommentsaboveaboutchangesinapproachintheUK.


ApartfromVictoria,wheretheBestValueframeworkhasbeenprescribedinlegislation,severalcouncils,includingRydeCityCouncil(referencedabove)useBestValueprinciplesinconductingservicereviewsacrosstheorganisation.

Contactdetails

LocalGovernmentVictoriaDepartmentofPlanningandCommunityServicesTelephone:(03)96517026Fax:(03)96517269Email:[email protected]:www.localgovernment.vic.gov.au



12. LGIMPROVEMENTANDDEVELOPMENT:PEERREVIEWPROGRAM


TheUKImprovementAndDevelopmentAgencyforLocalgovernmentrunsthePeerReviewprogramwhichinvolvesworkingwithlocalauthoritiesandtheirpartnerstodevelopandsharegoodpractice.‘Helpingauthoritieschallengeandlearnfromeachotherisattheheartofourimprovementsupport.Lessonslearntaresharedthroughoutthesectorandfedintonationalpolicy.’

ThePeerClearingHouserecruits,accreditsandplacepeers.Peersworkonavarietyofprojectstohelpbuildcapacity,confidenceandsustainabilityinlocalgovernmentbysharingknowledgeandexperience.

TheLGImprovementandDevelopmentAgencyalsohasanetworkofregionalassociateswhoarethefirstportofcallforchiefexecutives,leadersandotherseniorpeopletoturntoforsolutionsandadvice.TheregionalassociatehasaremittomakesurethattheservicesdeliveredbytheLGImprovementandDevelopmentAgencyandotherlocalgovernmentbodiestakeaccountofthechallengesfacedbycouncilsintheirarea.


Thereareanumberofpeerreviewsinareassuchas‘Ageingwellpeerreview’,‘Corporatepeerreviews’,‘Healthycommunitiespeerreview’etc.

Manyofthesepeerreviewsareaccompaniedbya‘Benchmark’whichoutlinestheirassessmentcriteria.


Informationnotprovided.


LGImprovementandDevelopmentAgencyprovidesonlineresourcesanddiagnostictoolsformostofthepeerreviewsonthewebsite


• TheLGImprovementandDevelopmentAgencyreviewmanagerconfirmswiththecouncilthefocusofthepeerreview

• Ateamofpeersvisitsthecouncilforashortperiodoftime–usuallybetweenthreeandfivedays

• Peersuseaspecifically‐designeddiagnostictooland,formostreviews,anestablishedbenchmarktohelpidentifystrengthsandweaknesseswithinthecouncil

• Peersreviewdocumentationandinterviewseniorofficers,electedmembers,serviceusersandrepresentativesofyourcouncil'skeypartnersandcontractors

• Peersmakeapresentationoutliningtheteam’skeyfindingsandrecommendationsbasedonthebenchmark.Formostreviews,thisisfollowedupwitha



reportoutliningtheirevidenceandconclusionsinmoredetail.


ThePeerClearingHouse(PCH)recruits,accreditsandplacespeers.ItfacilitatesthebrokerageofpeersforboththeLGImprovementandDevelopmentAgencyandnon‐LGImprovementandDevelopmentAgencyimprovementprojectsinthepublicsector.Accreditedpeersareservingpublicsectormembersandofficerswhohaveshowntheyhavetherelevantcompetenciestooperateasapeer.


Noinformationprovidedonawardprocesses.


Someofthepeerreviewsareundertakenincollaborationwithprofessionalassociationsintheparticularareaofthepeerreview,forexamplethe‘planningpeerreview’isconductedbythePlanningAdvisoryService.Sharingresultsisaninherentcomponentoftheprocess,aspeersinevitablylearnaboutapproachesinotherorganisationswhileconductingthereview.Casestudiesarealsoofferedinsomeareas.


ProgramdesignedspecificallyforlocalgovernmentintheUK.

Contactdetails

MarciaHazzardImprovementManager,LGImprovementandDevelopmentAgencytelephone:07867514753email:[email protected]

PeerClearingHousetelephone:02072966821email:[email protected]

Website:http://www.idea.gov.uk/idk/core/page.do?pageId=6462074



13. EXECUTIVE‐ON‐LOANPROGRAM


TheExecutiveOn‐LoanprogramisdeliveredbythePublicTechnologyInstitute(PTI),aUSnot‐for‐profitmember‐supportedorganisationbasedinWashington,D.C.that‘workswithlocalgovernmentofficialstoidentifyopportunitiesfortechnologyresearch,tosharesolutionsandrecognizememberachievements,anddevelopbestpracticesthataddressthetechnologymanagement,governanceandpolicyissuesthatimpactlocalgovernment.’PTIprovidesstrategicandtechnicalguidancetolocalgovernmentsthatareexploringtechnology‐relatedprojects.

PTI’sExecutive‐On‐LoanProgram(oftenreferredtoasSWOTteams)consistsofexperiencedsubjectmatterprofessionalsfromwithinlocalgovernment,andconsultantsfromPTI’spooloftechnologyindustrypartners.


ThreedifferentlevelsofExecutive‐On‐Loanengagementsareavailable.Eachcanhaveaddedfeaturesonacase‐by‐casebasis.Seebelowfordetails.


Informationnotprovidedonthewebsite.


Supportingmaterialsnotprovidedonthewebsite.


PTIconsultingservicescoverthefollowingareas:

• InformationTechnologyandTelecommunications• CommunityBroadband• PublicSafetyTechnologyandHomelandSecurity• Sustainability,Energy,andEnvironment• Transportation

CostsarereducedforPTImembers.Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram

Level1:InteractiveGuidance:PTIidentifiesasubjectmatterexpert/peertospendadayinthecounciltospeakwithkeystakeholdergroups.PTIwillworkwiththisexperttodevelopabriefoverviewoftheengagement,includinganyinterviewsconductedandpreliminaryfindings.

Level2:In‐DepthGuidance:PTIwillbringateamofsubjectmatterexperts/peerswhowillspendonedayinyourjurisdiction,visitingthekeystakeholdersyouidentify,conductinginterviews,examiningyourissueandcomposinganactionplan.

Level3:Detailed,ComprehensiveGuidance:Level3engagementsallowforatwotothreedayvisitbymultiplesubjectmatterexperts/peers.




Notapplicable


Informationnotprovided


ThisprogramisdesignedspecificallyforlocalgovernmentintheUS.

Contactdetails

DrAlanSharkPublicTechnologyInstitute1301PennsylvaniaAvenueN.W.,Suite830Washington,D.C.20004

Tel202‐626‐2400Toll‐Free866‐664‐6368Fax202‐626‐[email protected]

Website:www.pti.org



14. 50:50Vision‐CouncilsforGenderEquityProgram

FeaturesBriefdescriptionincludingpurpose The50:50Vision–CouncilsforGenderEquity,aprogramjointly

runbytheAustralianLocalGovernmentWomen’sAssociationandtheAustralianCentreofExcellenceforLocalGovernment,isaimedatincreasingthelevelsofparticipationofwomeninlocalgovernmentatbothelectedandseniormanagementlevelsthroughlongtermculturalchange.

Akeyelementofthe50:50VisionStrategyisthenationalawardsandaccreditationprogram,whichhasbeenfundedbytheFederalGovernment.


Thenationalawardsandaccreditationprogramhasthreelevels,Bronze,SilverandGold.

a.TheBronzeAward‐theentrylevelfortheprogramrequiresanauditofstaff/representativegenderratios,evidenceofacouncilendorsedstatementofcommitmenttoaddressgenderequityissues,outlineofatleastoneprojecttheorganisationwillundertaketoaddressgenderequityissuesandanominated50:50Visionchampion.

b.TheSilverAward–toachievetheSilverAward(whichwillbeopeninSeptember2010)councilsmusthavealreadycompletedtheBronzelevelandmustachievecertificationin3ofthefollowing:commitmentandleadership,nominationandrecruitment,remuneration,recognitionandtraining,andworkandfamilybalance.

c.TheGoldAward–tobeawarded,bypeerreview,toanorganisationthathascompletedtheBronzeandSilverlevelsandcandemonstrateinitiativesthatdisplay“excellenceandinnovationinthepursuitofgenderequity.”


TheprogramwasdevelopedbyanationalsteeringcommitteeauspicedbyALGWA,andwasbasedonarangeoflocalandnationalresearch.Thedocumentsdetailingtheprogramandunderlyingresearchareavailableonthewww.5050vision.com.auwebsite.


InitialtrainingmaterialsarebeingdevelopedandwillbedistributedtoALGWAstateandnationalrepresentatives.Ascouncilsparticipationgrows,the50:50websitewillbeprogressivelypopulatedwithtools,draftresolutions,usefulreferencesandcasestudies.

Organisationalsupport,eg AProgramCoordinatorhasbeenemployedtoprovidesupport



staff/consultantadviceandfacilitation

andadvicetocouncilsinterestedinparticipatingintheprogram.


Theassessmentprocesswillinvolvebenchmarking,andaselfassessmentfeedbackcycle.AssessmentfortheGoldAwardisbypeerreview.


Asoutlinedabove,theawardsprocessisthemajortoolforcouncilstoreviewandimprovetheirgenderequityculture.Thenationalaccreditationprocessencouragesthesharingofexperiencesinawiderforum.


TheSilverandGoldAwardsarebeingpilotedwithfourcouncilsbeforebeinglaunched,andparticipatingcouncilsareencouragedtosharetheirexperiences–positiveandnegative,withothersviaforumsonthe50:50visionwebsite.


ThisprogramhasbeendesignedspecificallyforAustralianlocalgovernment.

Contactdetails

KarenPurserProgramCoordinatorCouncilsforGenderEquityProgramAustralianCentreofExcellenceforLocalGovernmentemail:[email protected]:0295144880mobile:0459222332

Website:www.5050vision.com.au



Concludingcomments

ThisworkingpaperhasresearchedarangeofframeworksandtoolsidentifiedthroughconsultationwiththeLocalGovernmentBusinessExcellenceNetwork(LGBEN)andotherbodies.ThisoverviewisintendedtoprovideCouncilswithaninsightintowhattheimprovementframeworksoffertoassistinidentifyingsuitableoptionspriortofurtherdetailedinvestigation.

Asallorganizationsvary,frameworksandtoolsneedtobeadaptedtosuittheenvironmenttheywilloperatewithin.Theprocessofadaptationcanprovidetimetodevelopanagreedunderstandingoftheframeworkortoolandtofosterasharedsenseofpurposeinrelationtoorganizationalimprovement.

Thesetoolsarenotalwaysusedexclusively,andinfactsomecouncilshaveachievedpositiveresultsbycombiningtwoormoreapproacheswhichofferdifferentbutcomplementarybenefits.

Fromtheresearchundertakensomecommentscanbeofferedforconsiderationofwhatmakesaframeworkortoolusefulinthelocalgovernmentcontext.Councilscanderivebenefitfromatoolwhichhas:

1. Aspirations,framework,principlesorcriteriawhichdescribeadesiredapproach;2. Supportingmaterialssuchasmanuals,guidelines,checklists,whichmayormaynotbe

accompaniedbytraining;3. Anassessmentprocessinvolvinginternaland/orexternalagents,generatingareport

outliningstrengthsandweaknessesandanimprovementprogram;4. Involvementofpeersinassessingstrengthsandweaknessesandidentifyinggoodpractice

andpotentialimprovements;5. Aprocessforcollatingandsharingassessmentresultswithotherlikeorganisations,enabling

theidentificationofsharedissuesandgoodpractice;6. Organisationalsupportwhichprovidesadvice,facilitationanddisseminationofgood

practice;7. Industrynetworkswhichenablethesharingofexperiences,resourcesandemerging

solutions;8. Tailoredtothelocalgovernmentcontextvsacapacitytocomparewithothersectorsand

typesoforganisations;and9. Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements.

Thelistoftoolsandframeworksreviewedhereisnotexhaustive.Feedbackonthisworkingpaperisinvitedtodeveloptheinformationprovided,andthisinformationwillsupporttheon‐goinginvestigationofalocalgovernmentexcellenceframework.



References

CranfieldUniversitySchoolofManagement(2008)TheImpactofInvestorsinPeopleonpeopleManagementPracticesandFirmPerformance.Grigg,Nigel,&Mann,Robin,(2008)ReviewoftheAustralianBusinessExcellenceFramework:Acomparisonofnationalstrategiesfordesigning,administeringandpromotingBusinessExcellenceFrameworks,TotalQualityManagement,Vol.19,No.11,November2008,1173–1188LocalGovernment(BestValuePrinciples)Act1999,ActNo.59/1999.LGPro,LocalGovernmentBestValueCommission&DepartmentforVictorianCommunities(2006)AGuidetoachievingawholeoforganisationapproachtoBestValue.MonashUniversity(2006)TheImplementationofISO9000inAustraliaOrganisations:acomparisonbetweenthe1994and2000versions.MonashUniversityBusinessandEconomics.NgPakTee(2003)TheSingaporeSchoolandtheSchoolExcellenceModel,EducationalResearchforPolicyandPractice2:27–39,2003.

Pillora,S&BlackburnN,(2009)SustainabilityToolsSelector:AGuideforLocalGovernment,preparedfortheUrbanSustainabilitySupportAlliancebytheInstituteforSustainableFutures,UniversityofTechnology,Sydney.

SQAGoverningCouncil,BusinessExcellenceJourneyinSingapore.



Furtherreading

Blaug,Ricardo,Horner,LouiseandLekhi,Rohit(2006)Publicvalue,politicsandpublicmanagement,Aliteraturereview,TheWorkFoundation. InternationalCity/CountyManagementAssociationandtheUrbanInstitute(2006)HoweffectiveareyourCommunityServices,ProceduresforPerformanceManagement.Mellor,R.(2009)LocalGovernment:TalesofInnovationandCreativity,DoctoralThesis,UniversityofTechnology,Sydney.Moore,Mark,andKhagram,Sanjeev(2004)OnCreatingPublicValue,WhatBusinessMightLearnfromGovernmentaboutStrategicManagement,AWorkingPaperoftheCorporateSocialResponsibilityInitiative.Watson,Don,(2003)Watson’sDictionaryofWeaselWords,contemporaryclichés,cant&managementjargon.RandomHouseAustraliaPtyLtd.

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