November 2010 Overview of 14 Excellence Frameworks and Tools Background Research for the ACELG ‘Review of Excellence Frameworks in Local Government’ Project.
November2010
Overviewof14ExcellenceFrameworksandTools
BackgroundResearchfortheACELG‘ReviewofExcellenceFrameworks
inLocalGovernment’Project.
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Disclaimer
Thisreportisnotacomprehensivelistofalltheframeworksthatareavailableandnoendorsementofanyoftheframeworksisimplied.Asonlysummarymaterialisprovidedinthisreport,councilswillneedtomaketheirownassessmentoftheframeworksthatareappropriatetotheirsituation.
Acknowledgements
ThisreportwasresearchedandwrittenbyStefaniePilloraandSarahArtistfromtheUTSCentreforLocalGovernment,withinputandadvicefromthefollowingpeople:PeterGesling,GeneralManager,PortStephensCouncilTheLocalGovernmentBusinessExcellenceNetwork(LGBEN)TheAustralianChiefOfficer’sGroup Custodiansofseveraloftheframeworkscoveredinthisreportprovidedadditionalinformationforinclusioninthereview.Informationwasalsodrawnfromthereport,SustainabilityToolsSelector,AGuideforLocalGovernmentpreparedfortheUrbanSustainabilitySupportAlliancebytheInstituteforSustainableFutures,UniversityofTechnology,Sydney.AustralianCentreofExcellenceforLocalGovernmentPOBox123BroadwayNSW2007Tel:[email protected]
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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
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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.
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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
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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.
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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
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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
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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
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2. EFQM‐EUROPEANFOUNDATIONFORQUALITYMANAGEMENT
FeaturesBriefdescriptionincludingpurpose
EFQMisanotforprofitmembershipfoundationwiththestatedmissionof‘bringingtogetherorganisationsstrivingforSustainableExcellence.’
EFQMisthecustodianoftheEFQMExcellencemodel,describedbyEFQMasa‘anon‐prescriptiveframeworkthatcanbeusedtogainaholisticviewofanyorganisationregardlessofsize,sectorormaturityandprovidesaframeworkforcomparisonwithotherorganisations.’
Foundedin1988,EFQMhas600memberscomprisingprivateandpublicorganisationsfromdifferentsectors.EFQMclaimthattheirframeworkisthemostwidelyusedorganisationalframeworkinEuropeanditisthebasisforthemajorityofnationalandregionalqualityawards.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
Itisbasedonninecriteria.Fiveoftheseare‘Enablers’andfourare‘Results’.The‘Enabler’criteriacoverwhatanorganisationdoes.The‘Results’criteriacoverwhatanorganisationachievesandhow.Seediagrambelow.
EEFEFQMExcellence
EFTheoryandresearchunderpinningthetoolexplained
NomaterialprovidedonEFQMwebsite
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Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision.
TheEFQMKnowledgeBasecontainsarangeoftools,resources,reports,presentations,logosandcasesstudiesformembers.SomeEFQMpublicationsarealsoforsaletonon‐members.EFQMTrainingServicesinclude:
• AssessorDevelopmentPath• LineManagerDevelopmentPath• EFQMAmbassadorTraining• LeadershipDevelopmentProgram.
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
EFQMprovidesframeworksfordifferenttypesofassessmentandassistsorganisationswithinternalandexternalassessmentstoidentifyareasforimprovement.TheEFQMAssessorTrainingcourseisprovidedforAssessors.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
TheEFQMannualexcellenceawardisakeyfeatureoftheprogram.Awardwinnerssince1992arelistedontheEFQMwebsite.
Organisationalsupport,egstaff/consultantadviceandfacilitation
Servicestosupportimplementationincludepeertopeerexchangeandbenchmarking,LearningVisitsandCommunitiesofPractice.ServicesareprovidedbyEFQMcorestaffinBrusselsandaninternationalnetworkoftrainersandconsultants.
Processforcontinualimprovementoftheframeworklitself,andsharingresultswithotherorganisations
TheEFQMExcellenceModelisregularlyrevisedwiththe2010versionnowbeingpromoted.InapollcarriedoutbyEFQM,97%oftheusersfoundtheupgradedmodelusefulandofvalue.
Tailoredtothelocalgovernmentcontext
TheEFQMiswidelyadaptedforuseindifferentsectorsindifferentcountries,includingpublicinterestorganisations.AwelldocumentedexampleistheSingaporeSchoolExcellenceModel(NgPakTee,2003).NoinformationavailableontheuseofEFQMbylocalgovernmentatthetimeofwriting.
ContactDetails
EFQMAvenuedesOlympiades,21140Brussels,BelgiumTel:+3227753511Fax:+3227753596E‐mail:[email protected]
Website:www.efqm.org
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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
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
AsadvisedbySAIGlobal,supportingmaterialsinclude:• Diagnostictoolstoidentifygapsinperformance• Practicalorganizationalimprovementprograms• Publicationstogroworganizationalunderstandingto
achieveorganizationalexcellence• TrainingandworkshopsinallaspectsofOperational
Excellence
AGraduateCertificateinBusinessExcellenceisalsooffered.
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Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
InadditiontoSAIGlobalassessors,theoptionofselfassessmentisprovidedthroughdiagnostictoolstoidentifygapsinperformanceorexternalassessment.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
TheAustralianBusinessExcellenceAwards includeBronze,SilverandGoldcategoriesandtheExcellenceMedal. Studytoursareprovidedtoshowcasetheawardwinningbusinesses.
Staff/consultantadvice,facilitationanddisseminationofgoodpractice
ConsultantsfromSAIGlobalcanofferstructuredtrainingworkshops,informationsessionandindividualcoachingtokeystaff.
Processforcontinualimprovementoftheframeworkitself,andsharingresultswithotherorganisations
BEFpersonneladvisethattheyarereviewingtheirtoolsandprogramsinresponsetofeedbackfromcouncils.
Tailoredtothelocalgovernmentcontext
TheExcellenceinLocalGovernmentprogram(EiLG)istailoredtosupportcouncilsinintegratingBEF.Corecostsvarybetween$30,000and$40,000inthefirstyear,dependingonthesizeofthecouncilandthecomponentsselected.Around70councilsinAustraliaareusingtheABEFframeworkinastrategiccapacity.
Contactdetails:
BEFExcellenceinLocalGovernmentProgramSAIGlobalGPOBox5420SydneyNSW2000
Tel:1300650262
Website:www.saiglobal.com
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SectionC:OtherImprovementFrameworks&Methods
Thissectionprovidesanoverviewofframeworksandmethodsthataddresssome(butnotall)elementsoforganisationalimprovementandcanbeusedinconjunctionwiththeoverarchingframeworksoutlinedinSectionB.
1. BalancedScorecard2. SixSigma3. InvestorsinPeople4. HumanSynergistics5. Resultsbasedaccountabilityframework6. GlobalReportingInitiative
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4. BALANCEDSCORECARD
FeaturesBriefdescriptionincludingpurpose
TheBalancedScorecardInstitute(BSI)intheUnitedStatesdescribesthebalancedscorecardasa‘strategicplanningandmanagementsystemusedtoalignbusinessactivitiestothevisionandstrategyoftheorganization,improveinternalandexternalcommunications,andmonitororganisationalperformanceagainststrategicgoals.’ ItwasoriginatedbyDrs.RobertKaplan(HarvardBusinessSchool)andDavidNortonasaperformancemeasurementframeworkthataddedstrategicnon‐financialperformancemeasurestotraditionalfinancialmetricstogivemanagersandexecutivesamore'balanced'viewoforganisationalperformance.Visit, www.balancedscorecard.orgforfurtherinformation.BalancedScorecardAustralia(BSA)istheAustralianaffiliateoftheUSA‐basedBalancedScorecardInstitute.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
Thebalancedscorecardsuggeststhattheorganisationisviewedfromfourperspectives,anddevelopsmetrics,collectsdataandanalysesitrelativetoeachoftheseperspectives:
• TheLearning&GrowthPerspective• TheBusinessProcessPerspective• TheCustomerPerspective• TheFinancialPerspective
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Theoryandresearchunderpinningthetoolexplained
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
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
NoawardsprocessinAustralia.
Organisationalsupport,egstaff/consultantadviceandfacilitation
BalancedScorecardAustraliaprovidesintroductoryworkshopsandexpertadviceaspartofconsultingservices.
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
Noinformationprovidedonthewebsite.
Tailoredtothelocalgovernmentcontext
TheBSIwebsitecontainsarticlesandcasestudiesofhowthescorecardcanbeappliedtodifferentsectors.AnumberofAustraliancouncilsusethisapproach.
Contactdetails
Level40,140WilliamSt,Melbourne,Victoria,3000Phone:96078282Website:www.balancedscorecardaustralia.com
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5. INVESTORSINPEOPLE
FeaturesBriefdescriptionincludingpurpose
TheInvestorsinPeople(IIP)Standardisusedasaqualityframeworkandmeasurementtooltobenchmarkbestpracticeofanorganisationspeoplestrategy.
ItwasdevelopedintheUnitedKingdomintheearly90'stogiveorganisationsaframeworktousetohelpthemimprovetheperformanceoftheirorganisationthroughitspeople.Sincethenithasbeenadoptedbyover80,000organisationsworldwideandisavailablein19differentlanguages.
InvestorsinPeopleAustralia(IIPAustralia)operatesaspartofthenetworkrunbyInvestorsinPeopleUK(IIPUK)andtheirstrategicpartner,theInternationalQualityCentre.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
TheIIPStandardcontains10Indicatorsandsupportedby39Evidencerequirements.Seediagrambelow.
InvestorsinPeopleStandard
Theoryandresearchunderpinningthetoolexplained
Althoughinformationisnotprovidedonthewebsite,IIIPpersonneladvisethattheframeworkisbasedonestablishedperformancemanagementandleadershiptheory.Furtherdetailscanbeprovidedonrequest.
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
TheIIPUKwebsitecontainsIIPInteractive,afreebusinessimprovementtoolincludingadiagnosticandfreeguides,examplesandtemplates.IIPAustraliaoffersahalfdayintroductorycourse,Investorsin
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PeopleAwareness,aimedatseniormanagementandathreedaycoursedesignedforoperationalmanagers,CreatingInternalChampions.
Organisationalsupport,egstaff/consultantadviceandfacilitation
IIPconsultantsconductingtheassessmentsreviewessentialdocuments,undertakeone‐to‐oneinterviewswithselectedstaffandprovideverbalfeedbacktomanagersandawrittenreport.Thepriceforanassessmentisdeterminedbysizeofthesampleselectedforinterviews.
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
IIPAustraliaoffersadiagnosticassessmenttoprovidefeedbackagainstthe10IndicatorsoftheStandardasreferencepointsandareporthighlightingareasforimprovement.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Higherlevelaccreditation(Bronze,SilverandGoldawards)canbeappliedforthroughIIP,whichcanbeheldforthreeyears.
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
IIPAustraliacanprovidesummaryresearchintotheimpactoftheIIPstandardonbusinessperformance(CranfieldUniversity,1998).
Tailoredtothelocalgovernmentcontext
IIPUKworksincollaborationwiththeLGImprovementandDevelopmentagencytoactivelysupportlocalauthoritiesintheirworkforcestrategiesandbusinessperformance.IIPUKadvisethatasignificantmajorityoflocalauthoritiesworkwithIIPwith71%ofauthoritieshavingInvestorsinPeoplestatusforthewholeoftheauthority.Eightlocalgovernmentcasestudiesareincludedontheirwebsite.IIPAustraliaispromotingthetoolforusebyAustraliancouncils.CouncilswhohadusedIIPatthetimeofwritingincludeManninghamandCardiniaShireinVictoriaandManlyinNSW.
Contactdetails
StuartBurgessDirectorInvestorsinPeopleAustraliaPtyLtdPhone:1300798480Website:www.investorsinpeopleaustralia.com.au
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6. SIXSIGMAANDLEANSIXSIGMA
FeaturesBriefdescriptionincludingpurpose
SixSigmaisabusinessmanagementstrategyoriginallydevelopedbythecompanyMotorola.SixSigmaseekstoimprovethequalityofprocessoutputsbyidentifyingandremovingthecausesofdefects(errors)andminimisingvariabilityinmanufacturing.Itusesavarietyofqualitymanagementmethodsinparticularstatisticalmethodsandcreatesaspecialinfrastructureofpeoplewithintheorganization,includingBlackBeltsandGreenBeltswhoareexpertsinthesemethods.EachSixSigmaprojectcarriedoutwithinanorganizationfollowsadefinedsequenceofstepsandhasquantifiedtargets.Thesetargetscanbefinancial(costreductionorprofitincrease)orwhateveriscriticaltothecustomerofthatprocess(cycletime,safety,delivery,etc).
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
SixSigmaprojectsfollowtwoprojectmethodologies.DMAIC(Define,Measure,Analyse,Improve,Control)isusedforprojectsaimedatimprovinganexistingbusinessprocess.Seediagrambelow.
DMADV(Define,Measure,Analyse,Design,Verify)isusedforprojectsaimedatcreatingnewproductorprocessdesigns.
WithintheindividualphasesofaDMAICorDMADVproject,SixSigmausesmanyestablishedquality‐managementtoolsthatarealsousedoutsideofSixSigma.
Theoryandresearchunderpinningthetoolexplained
ThetermSixSigmacomesfromafieldofstatisticsknownasprocesscapabilitystudies.Originally,itreferredtotheabilityofmanufacturingprocessestoproduceaveryhighproportionofoutputwithinspecification.SixSigmadrewonprecedingqualityimprovementmethodologiessuchasqualitycontrolTQMandZeroDefects.
Likeitspredecessors,SixSigmatheoryassertsthat:
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• Continuouseffortstoachievestableandpredictableprocessresults(i.e.,reduceprocessvariation)areofvitalimportancetobusinesssuccess
• Manufacturingandbusinessprocesseshavecharacteristicsthatcanbemeasured,analysed,improvedandcontrolled
• Achievingsustainedqualityimprovementrequirescommitmentfromtheentireorganization,particularlyfromtop‐levelmanagement.
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
MotorolaUniversityprovidesarticlesandlimitedfreetrainingmaterialontheirwebsitewww.motorola.com/Business/US‐EN/Motorola+University/Free+Six+Sigma+Lessons.AwiderangeofotherorganisationsandconsultanciesintheUS,Australiaandelsewhereprovideresourcematerials,software,trainingandcertificationinthesixsigmamethod‐andvariationsofthesixsigmamethodsuchasLeanSixSigma.AustralianuniversitiesthatprovideSixSigmatrainingincludeMelbourneUniversity,UTSandUniSA.CommercialprovidersincludeSAIGlobal.
Organisationalsupport,egstaff/consultantadviceandfacilitation
Arangeofcommercialprovidersofferconsultancyservicesandadviceintheapplicationofsixsigmamethod.
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
SixSigmaassessmentsisfocusedonspecificprocesseswithinanorganisation–usingtrainedinternalstafforexternalconsultants.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Noawardprocess
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
Evaluationsofthistoolvarygreatlywithmanyusersclaimingsignificantreductionsincosts.Criticsclaimthatthetoolisnarrowlydesignedtofitanexistingprocessandcannotbeapplieduniversally.
Tailoredtothelocalgovernmentcontext
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
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7. HUMANSYNERGISTICS
FeaturesBriefdescriptionincludingpurpose
HumanSynergisticsinAustraliaispartofagroupofaHumanSynergisticsgroupofcompaniesthatoriginatedintheUnitedStates.
TheorganisationdescribestheirIntegratedDevelopmentSystemas‘amulti‐levelsystemforhumanperformancemeasurementanddevelopment.Thesystemenablesorganisationstoinitiatechangeprogrammesattheindividual,groupandorganisationallevelseithersimultaneouslyorsequentially.’
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
HumanSynergisticshavedevelopedtheCircumplexmodelwhich‘formsthefoundationoftheintegratedsystemandisaquantitativemeasurementinstrumentprovidingacommonlanguageandthemetolinkthesemulti‐leveldevelopmentefforts.’
Thecircumplexdrawsontwelvestylesofthinkingandbehavingandclusterstheseintothreegeneralorientations–constructive,passive/defensiveandaggressive/defensive.Seediagrambelow.
TheCircumplexmodel
Theoryandresearchunderpinningthetoolexplained
TheHSIwebsiteadvisesthatHSICircumplexwasdevelopedbypsychologistDr.J.ClaytonLaffertyover30yearsagoandclaimsthat‘Scientificprinciplesofobservation,testing,applicationandmeasuringchangesensurethereliabilityandvalidityofourapproach.’Howeverdetailsofunderlyingtheoryarenotprovided.
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Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
ToolsusedbyHumanSynergisticsinclude TheLeadershipStylesInventory(LSI),theOrganisationalEffectivenessInventory(OEI)andtheOrganisationalCultureInventory(OCI)‐allbrieflydescribedonthewebsite.Severalarticlesandcasestudiesareprovidedonthewebsite.
Organisationalsupport,egstaff/consultantadviceandfacilitation
HumanSynergisticsoffersconsultingandtrainingservicesfromofficesinSydneyandMelbourne.Accreditationandmemberservicesareprovidedforconsultants.OtherprovidersoftrainingincludeLGSANSWwhodelivertheHumanSynergisticsCultureChangeProgram(www.lgsa.org.au).
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
Externalconsultantsofferassistancetoorganisationsinapplyingtheabovetoolsanddeveloping‘prescriptiveimprovementplans’.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
TheCulturalTransformationAchievementAward,establishedin2006,isopentocompaniesinAustraliaandNewZealand.
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
HumanSynergisticspersonneladvisethatthereisanongoingprocessfordatacollectionandreviewoftheirtools.
Tailoredtothelocalgovernmentcontext
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
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8. RESULTSBASEDACCOUNTABILITYFRAMEWORK
FeaturesBriefdescriptionincludingpurpose
TheResultsBasedAccountabilityFrameworkwasdevelopedbytheFiscalPolicyStudiesInstitute(FPSI)foundedin1996byMarkFriedman.Results‐BasedAccountabilityisdescribedas‘adisciplinedwayofthinkingandtakingactionthatcanbeusedtoimprovethequalityoflifeincommunities,cities,states,territoriesandnations.Results‐BasedAccountabilitycanalsobeusedtoimprovetheperformanceofprograms,agenciesandservicesystems.’Theframeworkandassociatedmaterialshavebeenappliedmainlytosocialprograms,suchasprogramsforfamilyandchildrenbuttheprinciplescanbemorebroadlyapplied.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
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.
Theoryandresearchunderpinningthetoolexplained
Friedmanexplainshisapproachinhisbook,TryingHardIsNotGoodEnough,HowtoProduceMeasurableImprovementsforCustomersandCommunities,whichcanbeorderedonlinewww.resultsaccountability.com
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
Arangeofrelatedpublicationsarelistedonthewebsite.MaterialsthatcanbepurchasedincludetheResultsAccountability101DVD.
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Organisationalsupport,egstaff/consultantadviceandfacilitation
FPSrunsworkshopswithintheUSandinternationallyandalsomakesmaterialsavailabletogovernment,nonprofitorganisationsandsmallconsultancies.ForexampleFPSIranworkshopsinJune2010inVictoriaandTasmania.
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
Noassessmentprocessofferedbyexternalagents.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Noawardsprocess.
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
Noinformationprovidedonthewebsite.
Tailoredtothelocalgovernmentcontext
Theframeworkhasnotbeentailoredtolocalgovernmenthowevertheemphasisonoutcomesforcommunitieshasresultedinstronginterestinthisframeworkbyarangeofgovernmentandnonprofitorganisations.
Contactdetails
MarkFriedmanDirectorFiscalPolicyStudiesInstitute(FSPI)7AvenidaVistaGrande#140SantaFe,NewMexico87508Tel:5054663284Email:[email protected]:www.resultsaccountability.com
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9. GLOBALREPORTINGINITIATIVE
FeaturesBriefdescriptionincludingpurpose
TheGlobalReportingInitiative(GRI)frameworkassistsorganisationstomovebeyondfinancialreportingandtoreportontheireconomic,environmentalandsocialdimensionsoftheiractivities,productsandservices.Themainelementsoftheframework,theSustainabilityReportingGuidelines,includeguidanceonperformanceindicatorsandprovideacommonreportinglanguageacrossprivateandpublicsectors.SupportedbytheFederalGovernmentinAustralia,theGlobalReportingInitiative(GRI)isanetwork‐basedinternationalorganisationestablishedin1997withthemissionofdevelopinggloballyapplicableguidelinesforsustainabilityreporting.Sinceitsinceptionin1997,nearly1000organisationshavereferencedtheGuidelinesintheirsustainabilityreports.Theseincludeorganisationsfrommanysectorsacrosstheglobe.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
TheGRIframeworksetsoutprinciplesandindicatorsthatorganisationscanusetomeasureandreporttheireconomic,environmental,governanceandsocialperformance.ThecornerstoneoftheframeworkistheSustainabilityReportingGuidelines.ThethirdversionoftheGuidelines,knownastheG3Guidelines,waspublishedin2006.GRIisabroadapproachintendedforusebyallorganisations,notjustintheprivatesector.
Theoryandresearchunderpinningthetoolexplained
TheLearningandSupportsectionoftheGRIwebsiteprovidesresearchanddevelopmentpublications
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
ArangeofmaterialscanbedownloadedforfreefromtheGRIwebsite.TheseincludetheSustainabilityReportingframework,informationonApplicationLevelChecks,IndicatorProtocolsandSectorSupplements:http://www.globalreporting.org/ReportingFramework/ReportingFrameworkDownloads.
Organisationalsupport,egstaff/consultantadviceandfacilitation
TheGRINetworkManagerinAustraliaprovidesintroductoryworkshops.Ascapacityislimited,theGRICertifiedTrainingProgramhasbeendevelopedtohelpuserstomoreeffectivelyusetheGRIFrameworkandGRIreports.SeeGRIwebsitefororganisationscertifiedtodeliverthetraining.
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
Althoughtheguidelinesaredesignedforselfassessmentbyorganisations,GRIencouragestheindependentorexternalassuranceofsustainabilityreportstoimprovethecredibilityofthereports.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Noawardsprocess.
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Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
AkeyobjectiveofGRIistheexchangeofsustainabilityinformationandthecontinuousimprovementoftheSustainabilityReportingFrameworkthroughtheparticipationofnetworkmembers.Inresponsetocallsbyleadingorganisations,GRIisdevelopingcommunityindicatorsandhumanrightsindicators.
Tailoredtothelocalgovernmentcontext
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
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SectionD:ImprovementProgramsDevelopedforLocalGovernment
Thissectionprovidesanoverviewofseveralprogramsdevelopedspecificallyforthelocalgovernmentsector‐inAustraliaandinternationally.
o BetterPracticeReviewprogram(NSW)o BestValueframeworks(UKandVictoria)o LGImprovementandDevelopmentpeerreviewprogram(UK)o Executives‐on‐loanprogram(US)o 50:50Vision‐CouncilsforGenderEquity(Australia)
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10. NSWPROMOTINGBETTERPRACTICEPROGRAM
FeaturesBriefdescriptionincludingpurpose
TheNSWLocalGovernmentReform‐PromotingBetterPracticeisareviewprocessthatispartofthelocalgovernmentreformprogrammanagedbytheDivisionofLocalGovernment,NSWDepartmentofPremierandCabinet.Theprogramaimstoimprovetheviabilityandsustainabilityofcouncils.Theprocesshasanumberofobjectives:
• togeneratemomentumforacultureofcontinuousimprovementandgreatercomplianceacrosslocalgovernment
• toprovidean‘earlyintervention’optionforcouncilsexperiencingoperatingproblems
• topromotegoodgovernanceandethicalconductprinciples
• toidentifyandshareinnovationandgoodpracticeinlocalgovernment
• toenablethedivisiontousereviewinformationtofeedbackintoitsworkinidentifyingnecessarylegislativeandpolicyworkforthelocalgovernmentsector.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
Programtoolsinclude:
• PromotingBetterPracticeChecklist• AnnualReportChecklist• ManagementPlanChecklist• StateoftheEnvironmentReportChecklist
Theoryandresearchunderpinningthetoolexplained
Informationnotprovidedonwebsite.
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
SupportingmaterialsincludeDivisionalPracticeNotesandGuidelines,PublicationsissuedbytheIndependentCommissionAgainstCorruption,theNSWOmbudsmanandtheAuditOfficeofNSW,ResourcesproducedbytheLocalGovernmentandShiresAssociationsandLocalGovernmentManagersAustralia,andexamplesofbetterpracticesfromothercouncils.
Aseriesof5checkliststhatrelatetocouncil’sassessmentofitsabilitytomeetminimumpracticestandardsisprovided.ThechecklistcoverstheareasofGovernance;RegulatoryFunctions;AssetandFinancialManagement;CommunityandConsultation;andWorkforceRelations.
Organisationalsupport,egstaff/consultantadviceandfacilitation
Thedivisionalreviewteamassessescouncil’soverallstrategicdirection,checkscompliance,examinespracticesandensuresthatcouncilhasframeworksinplacetomonitoritsperformance,andprovidesfeedbacktocouncils.
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Thedivisionencouragesallcouncilstousetheprogramtoolsasabasisforself‐assessmentoftheirownoperationsandperformance.
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
Theassessmentprocessinvolvesacombinationofselfassessmentandexternalassessmentprovidedbythedivisionresultinginrecommendationsforimprovement.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Noawardsprocess
Evaluationand/orprocessforcontinualimprovementoftheframeworkitself,andsharingresultswithotherorganisations
Anevaluationin2009hasresultedinchangestotheprogramwithreportingbeing‘byexception’ratherthanadetailedauditofallaspectsofacouncilsperformance.TheDivisionofLocalGovernmentisalsoaimingtoprovidemoreusefulinformationonwhatconstitutesgoodpractice.
Tailoredtothelocalgovernmentcontext
ThisprogramisdesignedspecificallyforNSWLocalGovernment.Reviewreportsundertakensince2004areavailableontheDLGwebsite,www.dlg.nsw.gov.au/dlg/dlghome.
Contactdetails
InvestigationsandReviewBranchoftheDivisionofLocalGovernmentNSWDepartmentofPremierandCabinetTelephone:0244284100Email:[email protected]:LockedBag3015NowraNSW2541
Website:www.dlg.nsw.gov.au/dlg/dlghome
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11. BESTVALUEREVIEWS
FeaturesBriefdescriptionincludingpurpose
OrganisationalreviewsbasedonBestValuePrinciplesaredesignedtoensurethatlocalservicesareareflectionoflocalcommunityneedsandexpectations,bothintermsofqualityandcost.BestValueframeworkandprinciplesoriginatedintheUK(seedetailsbelow).In1999theVictoriangovernmentintroducedlegislationforBestValuePrinciplestoreplacecompulsorycompetitivetendering,‐theLocalGovernment(BestValuePrinciples)Act1999,ActNo.59/1999.)
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
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
Theoryandresearchunderpinningthetoolexplained
Between2000/01and2007/08,BestValueprovidedthestatutorybasisonwhichcouncilsplanned,reviewedandmanagedtheirperformance.UnderBestValue,councilshadadutytocontinuouslyimprovetheirservices.ComprehensiveAreaAssessment(CAA)isthenewUKexternalassessmentofhowwelllocalpublicservicesareperforming. CAAseekstoassesshowwellcommunitiesarebeingservedbytheirlocalpublicservices,includingcouncils,police,health,andfireand
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rescueservices.Itemphasisesthequalityoflifeofresidents,andhowwellthesebodies,workingtogether,areachievingimprovementandprogressingtowardslong‐termgoals.
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
TheImprovementandDevelopmentAgencyforlocalgovernment(LGImprovementandDevelopment)website,www.LGImprovementandDevelopment.gov.uk,containsseveralpublicationsthatexplainBestValueaswellasotherimprovementtools.LocalGovernmentVictoriainpartnershipwiththeLGProCorporatePlannersNetworkandtheformerBestValueCommissionproduced‘AGuidetoachievingawholefororganisationapproachtoBestValue.‘Copiescanbedownloadedfreeofchargefromwww.localgovernment.vic.gov.au.
Organisationalsupport,egstaff/consultantadviceandfacilitation
TheformerVictorianBestValueCommissionprovidedservicestocouncilsinimplementingtheframework.LocalGovernmentVictoriaprovidesprogramsthatbuildonbestvalueprinciples,inparticulartheCouncilReformingBusinessprogramwhichhasanemphasisonprocurement.Seewww.localgovernment.vic.gov.au
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
IntheUKBestValuecompliancewasdemonstratedthroughanexternalauditprocess. InVictoriathesectorwasencouragedtodevelopitsownsolutionstoachieveanddemonstrateperformanceimprovement.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Noawardsprocess.
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
WhilestillakeypartofVictorianlegislation,BestValueasamethodologydoesnotappeartohaveanycurrentorganisationalchampions–apartfromindividualcouncils.NotethecommentsaboveaboutchangesinapproachintheUK.
Tailoredtothelocalgovernmentcontext
ApartfromVictoria,wheretheBestValueframeworkhasbeenprescribedinlegislation,severalcouncils,includingRydeCityCouncil(referencedabove)useBestValueprinciplesinconductingservicereviewsacrosstheorganisation.
Contactdetails
LocalGovernmentVictoriaDepartmentofPlanningandCommunityServicesTelephone:(03)96517026Fax:(03)96517269Email:[email protected]:www.localgovernment.vic.gov.au
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12. LGIMPROVEMENTANDDEVELOPMENT:PEERREVIEWPROGRAM
FeaturesBriefdescriptionincludingpurpose
TheUKImprovementAndDevelopmentAgencyforLocalgovernmentrunsthePeerReviewprogramwhichinvolvesworkingwithlocalauthoritiesandtheirpartnerstodevelopandsharegoodpractice.‘Helpingauthoritieschallengeandlearnfromeachotherisattheheartofourimprovementsupport.Lessonslearntaresharedthroughoutthesectorandfedintonationalpolicy.’
ThePeerClearingHouserecruits,accreditsandplacepeers.Peersworkonavarietyofprojectstohelpbuildcapacity,confidenceandsustainabilityinlocalgovernmentbysharingknowledgeandexperience.
TheLGImprovementandDevelopmentAgencyalsohasanetworkofregionalassociateswhoarethefirstportofcallforchiefexecutives,leadersandotherseniorpeopletoturntoforsolutionsandadvice.TheregionalassociatehasaremittomakesurethattheservicesdeliveredbytheLGImprovementandDevelopmentAgencyandotherlocalgovernmentbodiestakeaccountofthechallengesfacedbycouncilsintheirarea.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
Thereareanumberofpeerreviewsinareassuchas‘Ageingwellpeerreview’,‘Corporatepeerreviews’,‘Healthycommunitiespeerreview’etc.
Manyofthesepeerreviewsareaccompaniedbya‘Benchmark’whichoutlinestheirassessmentcriteria.
Theoryandresearchunderpinningthetoolexplained
Informationnotprovided.
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
LGImprovementandDevelopmentAgencyprovidesonlineresourcesanddiagnostictoolsformostofthepeerreviewsonthewebsite
Organisationalsupport,egstaff/consultantadviceandfacilitation
• TheLGImprovementandDevelopmentAgencyreviewmanagerconfirmswiththecouncilthefocusofthepeerreview
• Ateamofpeersvisitsthecouncilforashortperiodoftime–usuallybetweenthreeandfivedays
• Peersuseaspecifically‐designeddiagnostictooland,formostreviews,anestablishedbenchmarktohelpidentifystrengthsandweaknesseswithinthecouncil
• Peersreviewdocumentationandinterviewseniorofficers,electedmembers,serviceusersandrepresentativesofyourcouncil'skeypartnersandcontractors
• Peersmakeapresentationoutliningtheteam’skeyfindingsandrecommendationsbasedonthebenchmark.Formostreviews,thisisfollowedupwitha
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reportoutliningtheirevidenceandconclusionsinmoredetail.
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
ThePeerClearingHouse(PCH)recruits,accreditsandplacespeers.ItfacilitatesthebrokerageofpeersforboththeLGImprovementandDevelopmentAgencyandnon‐LGImprovementandDevelopmentAgencyimprovementprojectsinthepublicsector.Accreditedpeersareservingpublicsectormembersandofficerswhohaveshowntheyhavetherelevantcompetenciestooperateasapeer.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Noinformationprovidedonawardprocesses.
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
Someofthepeerreviewsareundertakenincollaborationwithprofessionalassociationsintheparticularareaofthepeerreview,forexamplethe‘planningpeerreview’isconductedbythePlanningAdvisoryService.Sharingresultsisaninherentcomponentoftheprocess,aspeersinevitablylearnaboutapproachesinotherorganisationswhileconductingthereview.Casestudiesarealsoofferedinsomeareas.
Tailoredtothelocalgovernmentcontext
ProgramdesignedspecificallyforlocalgovernmentintheUK.
Contactdetails
MarciaHazzardImprovementManager,LGImprovementandDevelopmentAgencytelephone:07867514753email:[email protected]
PeerClearingHousetelephone:02072966821email:[email protected]
Website:http://www.idea.gov.uk/idk/core/page.do?pageId=6462074
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13. EXECUTIVE‐ON‐LOANPROGRAM
FeaturesBriefdescriptionincludingpurpose
TheExecutiveOn‐LoanprogramisdeliveredbythePublicTechnologyInstitute(PTI),aUSnot‐for‐profitmember‐supportedorganisationbasedinWashington,D.C.that‘workswithlocalgovernmentofficialstoidentifyopportunitiesfortechnologyresearch,tosharesolutionsandrecognizememberachievements,anddevelopbestpracticesthataddressthetechnologymanagement,governanceandpolicyissuesthatimpactlocalgovernment.’PTIprovidesstrategicandtechnicalguidancetolocalgovernmentsthatareexploringtechnology‐relatedprojects.
PTI’sExecutive‐On‐LoanProgram(oftenreferredtoasSWOTteams)consistsofexperiencedsubjectmatterprofessionalsfromwithinlocalgovernment,andconsultantsfromPTI’spooloftechnologyindustrypartners.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
ThreedifferentlevelsofExecutive‐On‐Loanengagementsareavailable.Eachcanhaveaddedfeaturesonacase‐by‐casebasis.Seebelowfordetails.
Theoryandresearchunderpinningthetoolexplained
Informationnotprovidedonthewebsite.
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
Supportingmaterialsnotprovidedonthewebsite.
Organisationalsupport,egstaff/consultantadviceandfacilitation
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.
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Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Notapplicable
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
Informationnotprovided
Tailoredtothelocalgovernmentcontext
ThisprogramisdesignedspecificallyforlocalgovernmentintheUS.
Contactdetails
DrAlanSharkPublicTechnologyInstitute1301PennsylvaniaAvenueN.W.,Suite830Washington,D.C.20004
Tel202‐626‐2400Toll‐Free866‐664‐6368Fax202‐626‐[email protected]
Website:www.pti.org
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14. 50:50Vision‐CouncilsforGenderEquityProgram
FeaturesBriefdescriptionincludingpurpose The50:50Vision–CouncilsforGenderEquity,aprogramjointly
runbytheAustralianLocalGovernmentWomen’sAssociationandtheAustralianCentreofExcellenceforLocalGovernment,isaimedatincreasingthelevelsofparticipationofwomeninlocalgovernmentatbothelectedandseniormanagementlevelsthroughlongtermculturalchange.
Akeyelementofthe50:50VisionStrategyisthenationalawardsandaccreditationprogram,whichhasbeenfundedbytheFederalGovernment.
Framework,principlesorcriteriaandwhetherexpressedindiagrammaticform
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.”
Theoryandresearchunderpinningthetoolexplained
TheprogramwasdevelopedbyanationalsteeringcommitteeauspicedbyALGWA,andwasbasedonarangeoflocalandnationalresearch.Thedocumentsdetailingtheprogramandunderlyingresearchareavailableonthewww.5050vision.com.auwebsite.
Supportingmaterialssuchasmanuals,guidelines,checklists,andtrainingprovision
InitialtrainingmaterialsarebeingdevelopedandwillbedistributedtoALGWAstateandnationalrepresentatives.Ascouncilsparticipationgrows,the50:50websitewillbeprogressivelypopulatedwithtools,draftresolutions,usefulreferencesandcasestudies.
Organisationalsupport,eg AProgramCoordinatorhasbeenemployedtoprovidesupport
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staff/consultantadviceandfacilitation
andadvicetocouncilsinterestedinparticipatingintheprogram.
Anassessmentprocessinvolvinginternaland/orexternalagents,resultinginimprovementprogram
Theassessmentprocesswillinvolvebenchmarking,andaselfassessmentfeedbackcycle.AssessmentfortheGoldAwardisbypeerreview.
Anawardsprocesswhichrecognisesindustryleadersandsignificantimprovements
Asoutlinedabove,theawardsprocessisthemajortoolforcouncilstoreviewandimprovetheirgenderequityculture.Thenationalaccreditationprocessencouragesthesharingofexperiencesinawiderforum.
Evaluationand/orprocessforcontinualimprovementofthetoolitself,andsharingresultswithotherorganisations
TheSilverandGoldAwardsarebeingpilotedwithfourcouncilsbeforebeinglaunched,andparticipatingcouncilsareencouragedtosharetheirexperiences–positiveandnegative,withothersviaforumsonthe50:50visionwebsite.
Tailoredtothelocalgovernmentcontext
ThisprogramhasbeendesignedspecificallyforAustralianlocalgovernment.
Contactdetails
KarenPurserProgramCoordinatorCouncilsforGenderEquityProgramAustralianCentreofExcellenceforLocalGovernmentemail:[email protected]:0295144880mobile:0459222332
Website:www.5050vision.com.au
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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.
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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.
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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.