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Success and Sustainability. Presentation Business Excellence Global Conference 2009 - Singapore Nick Heath General Manager Hobart City Council Australia. The Hobart City Council. Incorporated in 1846 – 2nd oldest city Only city with both coastal and alpine regions
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Success andSustainability Presentation Business Excellence Global Conference 2009 - Singapore Nick Heath General Manager Hobart City Council Australia
The Hobart City Council • Incorporated in 1846 – 2nd oldest city • Only city with both coastal and alpine regions • 61% of area is bushland (public and private) • 451 full time employees (720 incl. casual/part time) • 2009/10 budget expenditure $90M
The Hobart City Council • Residential & business properties – 20,000 • Population of 48,000 • 78 sq. kilometres • Provides over 300 services (mostly in- house) • Large facilities e.g. The Hobart Aquatic Centre • Major events e.g. Salamanca Market, Taste of Tasmania
“The quest for continual improvement will lead to self-determination” N. Heath 2009
What does business excellence mean to us? • Continuous improvement • Systemic change • Personal development • Pride and confidence • Momentum • Adding value to our community • Future relevance • Sustainability Development and Growth Maturity
Our approach to BE Phase 1 Initiation and Learning 1999 Guided Self Assessment 2000 External Evaluation - Foundation Award
Our approach to BE (contd.) Phase 2 Proactive and Innovative Internal Self Assessment 2004 Internal Self Assessment 2005 External Evaluation - Silver Award
Our approach to BE (Contd.) Phase 3 Sustainability and Belief 2007 Internal Self Assessment 2008 External Evaluation - Gold Award & Excellence Medal
Our approach to QA 1997 - ISO 9001 QMS certification for our project development unit. 1997 - ISO 9002 QMS certification for our outdoor workforce 2004 - ISO 14001 EMS certification for our waste engineering and refuse disposal site operations.
Our approach to QA 2006 - ISO 9001 QMS certification for all Council activities 2007 - AS17025 accreditation to laboratory for analytical testing services 2008 - Introducing an Integrated Management System (QMS, EMS, OH&SMS)
BEF & QA rationale Business Excellence Quality Assurance Continuous Improvement Inertia Building critical mass Achieving cultural change
Social responsibility, sustainable business excellence • The BEF in conjunction with QA maintains our focus on: • Organisational and community requirements (the “soft factors” *) • Operational system and process development and improvement (the “hard factors” *) • * see Koo, H & Tan, K (2002) Using the ABEF to achieve sustainable business excellence. Nat. Uni. of Singapore, in Corp. Soc. Resp. Env. Mgt. 9, 196-205
Our organisational growth Formalised Systems Informal Systems Review & Improvement Filling Gaps Framework Categories Living the Principles Critical mass Cultural change Belief Learning Proactive Innovative Sustainable Self-determination
Principle 1: Leadership…lead by example, provide clear direction…
Principle 2: Customers…understand what markets and customers value…use to drive strategy, products, services
Principle 3: Systems Thinking…continuously improve the system…
Principle 4: Peopledevelop and value people’s capability...to change and improve organisation
Principle 5: Continuous Improvementdevelop agility…based on a culture of continual improvement, innovation, learning
Principle 6: Information & Knowledge…use of data, info’ & knowledge to understand variability...improve decision making
Principle 7: Corp. & Social Responsibility...ethically, socially and environmentally responsible…
Principle 8: Sustainable Results…focus on sustainable results, values & outcomes…
Sustaining our achievements By an irrevocable commitment to: • Having a clear direction • Involving the community – understanding its needs and expectations • Empowering the employees • Understanding and improving the processes – being innovative • Keeping “the foot on the pedal” – no wavering we --------
---- are able to determine our future by having a confidence in our ability to adapt to changing circumstances.
Our future “The Hobart City Council is a sustainable organisation, acknowledged for its capital city role and is internationally recognised as an organisation of excellence” N. Heath April 2009
Corporate strategies • Regional Land Use Strategy • 20 Year Financial Strategy • Climate Change Action Plan • Inner City Development Plan • Social Inclusion Plan
Corporate strategies • Employee Wellbeing Strategy • Sustainable Transport Strategy • Capital City Promotion • Pursuing Excellence Hobart
Category 8 – Social Inclusion Category 8 explores how a community focused organisation works with its community to develop appropriate programs, services and support to build strength, develop resilience and to acknowledge and value diversity within their communities.
Category 8 –Social Inclusion Item 8.1 - Building Connected Communities • well planned community infrastructure can link communities • promote interaction and develop a strong sense of neighbourhood • promote affordable living options, effective transport and economic participation
Category 8 –Social Inclusion Item 8.2 - Building Strong & Resilient Communities • Encourage participation in community life • Value diversity and create opportunities for shared experiences • Build inclusive and vibrant communities • promote healthy lifestyles, facilitate community safety, well being and mutual support
Questions Hobart City Council