The Challenge of Change John Walker Chief Executive Officer Richmond Valley Council.

The Challenge of Change

John WalkerChief Executive OfficerRichmond Valley Council

Welcome

Overview of Change• Change is always on the agenda

• Outstanding examples of change management at

operational level

• Not very good when it comes to structural change

• Why do we let ourselves get into positions of needing major

change?

• Why do State governments feel need to force change and

see us as not capable of doing it ourselves?

John F Kennedy …

“Change is the law of life, and those who look only to the past or present are certain to miss the future”

Overview of Change• What is the future and how

do we shape it?• Attitudes to politics and

government are changing at all levels.

• Are we really prepared to take on the challenges of change? To be bold, courageous with conviction and belief – the big unknown or

• will you embark on “safe” change – predictable, comfortable, innovative and recycled ideas.

• Innovations and ideas• Collaboration and

regionalisation• New ways of engagement• Better planning and delivery• More with less

Key elements of change

are people & leadership

• Vision and dreams

• Roadblocks, derailers, apathy and opposition

• Compatibility and capability

• Conviction to complete

• Hard and personal

• Open mindedness and flexibility

• More than one right way

Key personal messages & insights

• Pragmatism

• Leadership chameleon

• Trust instincts and values

• Not big on models

• Hard to predict end game

• Accountability

Overview

Key personal messages & instincts

1. Have a simple but clear vision before you start and create a sense of urgency.

2. Respect the past, respect the history, and respect the people.

3. Stay strong on the journey but be flexible.

4. Understand your leadership role – don’t let others use you for their purposes.

5. Be sure of what you are doing and why – trust your instincts.

6. Leave something for the next term. You don’t have to do it all at once.

Key personal messages & instincts

7. Radical or trailblazing change can be fun but dangerous.

8. Politics in Local government is intrinsic in the process. In change management you have to use it, but remember it can be good and bad.

9. Ex Council CEOs make very bad Councillors.

10.Roles and responsibilities of Mayors, Councillors and CEOs have to be clear (or Chairs and CEOs) - make sure they are.

11.When survival is at stake – change may have to be radical.

12.CEOs need to be ruthless when times demand it and elected councils (on boards) must support them.

Key personal messages & instincts

13.Change agents must be great communicators.

14.Always fight for what you believe in.

15.Absolute faith and belief in what you are doing is necessary to survive a massive change program.

16.Ideological change on its own will fail.

17.Always think big and bold and remember we live in a big world and a world where local government is not that significant.

18.Make sure you are held to account with your change program.

NSW Fit for the Future

• Have a good hard look at ourselves and act.

• Scale and capacity.

• Trust is lacking (history).

• Role of NSW Government in our financial problems is central.

• Some structural change is necessary.

• Despite promises it still seems one-way change.

Future challenges & preferred direction

1. Financial sustainability

2. Scale and capacity

3. Leadership

4. Visionary plans

5. Exemplary execution

6. People in our organisations

7. Community support

8. Innovation and new thinking

9. Communications & branding

10.Global thinking

Conclusion

Thank you