Sep 11, 2015 - He specialises in collaborative approaches to business .... Registrations received without payment are in
BUSINESS IMPROVEMENT IN LOCAL GOVERNMENT
Aligning your business improvement framework with your organisational strategy 22 nd -23 rd October, Melbourne: Stamford Plaza | 26 th -27 th October, Sydney: Parkroyal Darling Harbour 29 th -30 th October, Brisbane: Novotel
COURSE FACILITATOR Jeff Tate, Director, Jeff Tate Consulting Jeff has 20 years experience as a local government CEO and has over 30 years of experience in strategic leadership roles across Australian Local Government. Jeff is now a consultant providing high-level advice to organisations in the Local Government, public, not for profit and private sectors. He specialises in collaborative approaches to business improvement.
BENEFITS OF ATTENDING:
WHO SHOULD ATTEND?
• Understand the drivers for business improvement
• Business Improvement Managers
• Build a framework that works
• Corporate & Governance Managers
• Tie operational services back to financials in a
• Transformation Managers
meaningful way
• Strategic leadership including CEOs, Mayors and Directors
• Enhance your understanding of financial sustainability
• Operations Managers
• Identify reporting requirements and key audiences • Apply adaptable (and practical!) reporting tools
TESTIMONIALS
• Develop your skills in setting service levels • Strengthen the links between business improvement and your organisation’s strategic direction
MEDIA PARTNER
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Jeff’s exceptional contemporary strategic management skills were exactly what was needed to successfully build the foundations of our new Council. Julia Leu, Mayor, Douglas Shire Council
Jeff’s engaging manner, combined with extensive experience in all facets of management ensured the session was very worthwhile. Mark Goldstone, Chief Executive Officer, City of Prospect
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BUSINESS IMPROVEMENT IN LOCAL GOVERNMENT COURSE OVERVIEW: Councils in Australia are always under pressure to focus on ‘continuous improvement’, but what does this actually mean in the context of Local Government? Many business improvement concepts, tools and frameworks already exist across Australia and a growing number of Councils are implementing these in their organisations. The problem is that most business improvement frameworks are created for other sectors and the complexities of working in Local Government are often lost or completely ignored. So how do we adopt a business improvement framework that actually works for Local Government? A framework that understands how community expectations shape our business? A framework that works within legislative parameters? A framework that understands how politics influences Local Government decisions on a daily basis? This course will explore the key elements behind building an effective business improvement framework for local government. It will provide case study critiques, individual and group activities, opportunities to network and share experiences, and importantly, a suite of tools that you can apply in your organisation. Participants are encouraged to share their challenges and experiences.
TRAINER PROFILE Jeff Tate, Director, Jeff Tate Consulting Jeff had 20 years experience as a local government CEO. Until the end of October 2011 Jeff Tate was Chief Executive Officer of the City of Onkaparinga. The City of Onkaparinga is the largest council in South Australia. Under Jeff’s leadership Onkaparinga achieved a national reputation for innovation in meeting the current and emerging needs of its communities. It was recognised through national and state level awards. Prior to this role, Jeff was CEO of City of Marion and Deputy CEO with the Local Government Association of South Australia. In 2011, Jeff Tate Consulting was founded. Jeff has since worked on over 40 consulting projects in several states of Australia. Jeff recently completed the project of managing the de-amalgamation of Douglas Shire from the Cairns Regional Council in Far North Queensland. Jeff holds a Master of Business Administration degree from the University of South Australia and is a Fellow of the Australian Institute of Company Directors and a Fellow of Local Government Managers Australia.
Organisations Jeff Tate has worked with include: • New South Wales Government (Independent Local Government Review Panel) • Queensland Government • City of Onkaparinga • Murray Bridge Regional Council • City of Unley
• Local Government Association of South Australia • Public Works Engineering Australasia (SA) • Commissioner for Kangaroo Island • University of Adelaide
• City of Prospect
• Murray Darling Basin NRM Board
• City of West Torrens
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• Douglas Shire Council • The South Australian Government
• City of Marion
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• Coorong District Council
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BUSINESS IMPROVEMENT IN LOCAL GOVERNMENT PROGRAMME DAY ONE
PROGRAMME DAY TWO
9:00 Welcome and introduction
9:00 Welcome and introduction
Group Activity: • Who are you and what has brought you here? • What do you want to get from these 2 days? 9:20 Session 1 –Align business improvement with your organisation’s strategic direction • Why do we have Local Government? • What is the business of Local Government? • Building a framework: Working backwards from Evaluation to Strategy • Overview of key business improvement tools – roles, service levels, reporting Group Activity: • Why should we change – the business case for business improvement 10:20 Session 2 – Establishing an effective evaluation process • Evaluating progress • Service reviews • Changing direction – linking back to strategy
9:10 Session 6 – Examining the Roles Framework • Understanding the roles of Local Government • The Roles Continuum • Applying roles to strategic planning and reporting Activity: • The Roles continuum challenge – Make it better! 10:10 Session 7 – Achieving financial sustainability • Our understanding of financial sustainability is a work in progress • What does it mean to be financially sustainable in Local Government? • Long term financial planning Activity: • What tools do you need to help become financially sustainable? 11:10 Morning Tea
11:20 Morning Tea
11:40 Session 8- Linking operational services back to financials in a meaningful way • What constitutes good financial reporting? • Who owns financial problems caused by cost over-runs? • The role of finance staff in improving efficiency and effectiveness
11:50 Session 3 – Implementing a successful reporting framework • Reporting on what? • A reporting framework • When reporting becomes a role in itself • Understanding the audience
12:00 Session 9 – Strategy planning and direction • Strategic planning in Local Government and the role of Strategic Leadership • Linking strategy to getting it done – the gap in between • Strategic or comprehensive?
Activity: • The warning signs! How do we know if we need a major review?
Activity: • Self assessment: Are you strategic or comprehensive?
Activity: • Who are we reporting for and why? 12:50 Lunch
12:40 Lunch
1:50 Session 4: How to set service levels • How service levels are set • Bringing stakeholders along for the ride • Understanding resource implications • Recouping costs
1:40 Session 9: Manage Community expectations • Lifting community needs to the strategic level • Managing expectations • Community engagement and leadership • State of the City Reporting Activity: • Fostering community leadership
Activity: • Where service levels meet expectations 2:50 Afternoon Tea
2:40 Afternoon Tea
3:30 Session 5: Getting things done through workforce planning and structural change • Action planning • Workforce planning to get things done • Understanding people - Getting the right people for the right job • Peter, Paul and Pamela - Mission focus, senior specialists, strategists
3:20 Session 10: Recap Activity: • Evaluation – what needs to be done next to build a Local Government business improvement framework? 4:30 End of Day Two
Group Activity: • Tell your stories about your Peters, Pauls and Pamelas! 4:40 Close of Day One
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