1. Best Value presentation by Dr Michael Kennedy CEO, Mornington Peninsula Shire 23 June, 2006

2. So Local Governments:  Do 80 or more different things (connected)  Have social, economic and environment (as well as financial) objectives (connected)  Are ‘virtual monopolies’ (our ‘customers’ have little or no choice)

3. (At least in my case) The CEO is not expert in all (any?) of these things SO: You can’t ‘run’ a council ‘from the top down’

4.  Our obligation (as ‘virtual monopolies’) is far greater than any commercial organisation, because our ‘customers’ have little or no choice  We (Council/CEO) are highly dependent on our people to be efficient and effective, knowing:  What our community needs/expects  How it is best delivered

5. Managing is a team-driven process Reviewing is a team-driven process (Who is more likely to have innovative ideas about how to do something better, practitioners or non-experts?)

6. Our Commitment to Best Practice The Mornington Peninsula Shire is committed to ‘doing everything we do the best way it can be done’ ‘Best’ means: - in a way that reflects an understanding of each local community’s needs and expectations - in a way that is efficient and effective in its use of resources (How we provide it)

7. To do this we: -strive to ‘see each issue as the community sees it’, recognising that community members’ perspectives will reflect their own needs and circumstances -Do not accept that last year’s best is good enough, striving always to find or develop opportunities for ongoing improvement -Regularly review each function of Council through the Peninsula Way Program Review process -Benchmark our performance against comparable organisation, both other local governments and other service providers

8. “regularly review each function of Council through the Peninsula Way Program Review process” = Best Value N.B. We use ‘our name’ because we want to ‘own it’, not do reviews because someone else (State) told us to.

9. Best Value is not rocket science, it is what any good organisation does, a part of commitment to achieving Best Practice.

10. Best Value Program / Process Review WhatHow Community Customer Expectations Quality/Cost Standards and Benefits Method of Delivery OutputsOutcomes (How we provide it) Determine method and extent of consultation Determine value for money, accessibility, affordability, responsiveness Determine optimal method of service delivery via - benchmarking -best practice process review - tender - other Measure against service specification Measure against community/ customer expectation Report to the community: - quality/cost standards -responsiveness to community needs - accessibility - continuous improvement - community consultation State cost/quality outcomes Determine community expectations

11. Best Value Principles All services must: Meet quality and cost standards Be responsive to community needs Be accessible Continuously improve Regularly consult with the community Regularly report to the community on its achievements (at least annually)

12. Other factors to consider Best on offer and value for money Community expectations and values Affordability and accessibility Opportunities for Local Employment Partnerships Environmental Impacts

13. Review Process Review Scope Review Define activities & standards Community Plan Community Consultation Process Improvements Review Expectations Delivery method Update PlansReport

14. Our Achievements 72 services reviewed 8,700+ customers consulted on specific service delivery Benchmarking of our services 856 continuous improvement opportunities were identified

15. 2006 Revoking of Ministerial Codes of Reporting Best Value principles enshrined in the Local Government Act Service Reviews to continue to ensure performance improvement

16. Best Value reviews are ‘big bang’ i.e. a ‘systems review’, usually at team/function level A culture of serving the community in a connected, joined-up way, is an everybody, every day activity (which starts at induction)

17. A Best Value type process will only ‘sub-optimise’ organisational performance unless there is a culture which focuses on  serving the community  whole-of-organisation Best Practice because local government ‘is a team game’. Our role, as organisational leaders, is to create an environment where EVERY TEAM MEMBER contributes to the process of innovation and continuous improvement.

18. “The optimisation of the sub-parts will not lead to optimal performance of the overall organisation. Optimisation must be addressed from a whole- of-organisation perspective” Geoff Mulgan Founder/Director, Demos Foundation Former Director, UK PM’s Strategy Unit Director, the Young Foundation

19. Key elements of The Peninsula Way We ask every team member to: –understand, and be committed to, the Shire’s Mission, our Values and our Community Plan goals –understand how they/their team directly/indirectly, or in partnership or in support of others, helps to achieve our Mission –see each issue as the community sees it

20. Some things we need to do: Value the contribution of every team member regardless of ‘rank’ Devolve decision-making ‘to the max’ Bring people together to solve complex problems (e.g. e-teams) re-define the role of leaders, focused on supporting, resourcing and developing our team members, and guiding our strategic direction and development of policy

21. The Peninsula Way  was developed by us, to suit our needs  is very soundly based “theoretically” ( systems, skills etc) (The idea may sound like ‘common sense’, but making it happen is not quick, simple or easy!)

23. Some recent outcomes Changes to library hours/days Changes to waste collection days Formation of Disability Consultative Committee Youth Services – Relocate, assess new and alternative buildings Customer Service – New Residents Kit developed

24. Some recent outcomes Rangers – electronic equipment to allow more time ‘in the field’ Maternal and Child Health – Signage, safety and security audits of each Maternal and Child Health Centre Revenue – Land Information Certificates on Council’s web site

25. Innovations Water Sensitive Urban Design - Mornington

26. Drainage Soakage Pit Innovations

27. Duckbill, Sorrento Insert Photo of Duckbill

28. Innovations – lost animals Electronic access to property database (match lost animals to potential owners in area) Reunite pet with owner where possible Soon-to-be developed lost animals section on website

29. Pelican Pantry

30. Communities That Care

31. Safer Local Roads

32. Community Partnership Grants

33. Land Sustainability Rate rebate

34. To summarise: We do a wide range of different things (connected) We have a wide range of social, economic, environmental (and financial) objectives (connected) Our ‘customers’ have little or no choice OUR OBLIGATION IS ‘DO EVERYTHING WE DO THE BEST WAY IT CAN BE DONE’, TO STRIVE TO CONTINUOUSLY IMPROVE, TO BE COMMUNITY RESPONSIVE, IS SELF-EVIDENT

35. ‘Best Value’ (rolling review of every function/activity we undertake) is one important element of a whole of organisation commitment to ‘doing everything we do the best way it can be done’ Creating the culture of -commitment to serving the community - continuous improvement - innovation - accountability is the role of organisational leadership

36. We should do these things because we want to, not because we have to.

37. Mornington Peninsula Shire