Using Culture to Achieve Effectiveness and Efficiency in Local Government

Central Adelaide Region 2013 Population87,574 projected 97,864 in 2031 Assets$1.035 billion Operating Budget$74.5 million ( ) Capital Works Budget$37 million ( ) Staff359 FTE Development Applications1,726 Value of Development Applications $168.3 million Roads458 kms Footpaths776 kms Drains258 kms Open space (State & Local Gov) 7.13 sq kms Volunteer Hours$1.180 million Library Items Loaned881,843 Street Trees Planted1, &pg=5000 City of Marion – Regional Perspective

2013 $’000 Land330,348 Buildings & other Structures79,929 Roads342,661 Drains / Stormwater150,367 Footpaths93,162 Other infrastructure (car parks, reserve paths, wetlands, sports club floodlights) 22,846 Plant & equipment7,754 Furniture & fittings373 Other (play equipment, reserve furniture, civic art, library stock) 8,033 1,035,473 Asset Value by Category

Belief “Love and compassion are necessities, not luxuries. Without them, humanity cannot survive.” His Holiness Tenzin Gyatso, The 14 th Dalai Lama

Financial Performance & Culture * Underlying Operating surplus ratio for 2009/10 after adjusting for the once-off Domain Land transfer for the State Aquatic Centre is 10.0% ($4.787m) as shaded in green ** Underlying Operating surplus for 2010/11 after adjusting for the once-off $5.0 million cash contribution in relation to the State Aquatic Centre is 11.81% ($6.087 million) as shaded in green Operating Surplus Ratio

Annual Retention/Turnover Rate

Telephone Calls (Working Hours)

A Systematic Approach 2001 Introduced Culture Approach 2002 Surveyed Culture 2004 Introduced Business Excellence 2005 Surveyed Culture 2005 BE Self Assessment 2007 Surveyed Culture (Transformation Award) 2007 BE External Assessment (Bronze Award) 2008 Surveyed Culture (teams with low ‘07 results) 2009 Surveyed Culture (Sustainability Award) 2009 BE Self Assessment 2010 BE External Assessment (Gold Award) 2011 Surveyed Culture (2012 Sustainability Award) 2013 Surveyed Culture (2014 Sustainability Award)

Business Excellence Framework

Measuring BE – 2010 Assessment

‘ How Culture Works’ Model Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved. Preferred Culture Values Actual Culture OCI Norms Causal Factors Levers for Change Outcomes Effectiveness Criteria Mission and Philosophy Structures Systems Technology Skills/ Qualities Individual Outcomes Group Outcomes Organisational Outcomes City of Marion Preferred 2002 N = 6 City of Marion Actual 2002 N = 247

2002 N = N = N = N=342 Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved. Measuring Culture 2011 N = N = 369

2002 Gap Barchart of Outcomes n = 247 Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved. * Gaps for negative items are reversed so that positive gaps are desirable and negative gaps are undesirable.

2011/2013 Comparison Gap Barchart of Outcomes * Gaps for negative items are reversed so that positive gaps are desirable and negative gaps are undesirable. Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved Stress* Intra-Unit Teamwork and Cooperation Inter-Unit Coordination External Adaptability SatisfactionRole ClarityRole Conflict*MotivationIntention to Stay Department-Level Quality Organizational-Level Quality Job Insecurity* 2011 N = N = 369 Undesirable Gaps Desirable Gaps Historical Average

2002 Gap Barchart of the Casual Factors n = 247 Vision / directionUse of Punishment Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved. * Gaps for negative items are reversed so that positive gaps are desirable and negative gaps are undesirable.

2011/2013 Comparison Causal Factor Gap Barchart * Gaps for negative items are reversed so that positive gaps are desirable and negative gaps are undesirable. Research and development by Robert A. Cooke, Ph.D. © Copyright 1997 by Human Synergistics International. All rights reserved. Use of Punishment Vision / direction

Our Priorities 2010 BE Strengths: Humanistic Affiliative Opportunities: Achievement & Self Actualisation: Significance Autonomy Goal difficulty Goal emphasis Strengths: Humanistic Affiliative Opportunities: Achievement & Self Actualisation: Significance Autonomy Goal difficulty Goal emphasis Strengths: Leadership People Opportunities: Knowledge / data Customer Process Measuring performance Strengths: Leadership People Opportunities: Knowledge / data Customer Process Measuring performance In response, 4 priority areas of focus: -Strategic Management Framework -Customer Service Strategy -Knowledge Management -Continue to build on our Leadership strengths In response, 4 priority areas of focus: -Strategic Management Framework -Customer Service Strategy -Knowledge Management -Continue to build on our Leadership strengths 2011 & 2013 OCI/OEI

Strategic Management Framework Cont. Imp Service Reviews Performance Partnering Cascaded KPI’s Work Area Planning Simplified Community & Council Plan and Prioritisation Process Vision (Purpose) WHS Finance Customer Community

Council Plan

Leadership – up to you and me Focus on leadership - The more senior, the greater the focus - The 70 people in leadership positions Executive Management Group Organisational Development / HR The degree to which we “walk the talk” Earn respect People are our greatest asset

EMG Leadership without silos Heather Montgomerie has lead a number of change management projects in the public sector including the National Rail Safety Regulator office, worked on regional economic development boards, participated in state Government Regional Development Council. Her diverse background and sound skill sets complement her responsibilities of the following portfolios of Strategic & Economic development, Strategic Assets, Open Space and Facilities and Infrastructure. Vincent Mifsud has come to the City of Marion with extensive senior financial experience having previously worked in private enterprise in number of industries. His experience as an Auditor with Deloitte Touche Tohmatsu, a Regional Finance Manager with Telstra and a Finance Manager in the Aviation Industry underpin and supports his responsibility under the portfolio of Finance, ICT, Contracts, Libraries & Cultural Development and Community Development. Kathy Jarrett leads a diverse portfolio of Governance, Strategy, Organisational Excellence, Organisational Development, Environmental Sustainability and Development Services. With a company secretary background, her knowledge and experience in State and Federal Government and the private sector gives her the skills required to manage these units. She has been a key driver in leading governance reforms and the development of our strategic management frameworks. Experience has taught us that community issues do not fit neatly into organisational structures. As such, our management structure does not function as independent silos. Mark Searle joined the City of Marion in 2000 after riding the rapids of the Kennett Local Government reforms in Victoria, working for the cities of Melbourne, Dandenong and Wyndham. Mark has a strong interest in people and our potential as individuals, groups and societies. Mark’s leadership has been instrumental in the sustained cultural change and Business Excellence success which is now part of the City of Marion Landscape.

Elephants & Keystones What happens if nobody is game to raise the things we all know need to be addressed? What happens when a keystone species goes missing? LEADERSHIP, CULTURE, STRATEGY, PEOPLE

The Keystone Looking after people and dealing with the tough issues? Adopting behaviour that unlocks the potential of others? Are we good enough to want to get better?