Success and Sustainability

1. Success andSustainability Presentation Business Excellence Global Conference 2009 - Singapore Nick Heath General Manager Hobart City Council Australia

3. 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

4. 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

5. “The quest for continual improvement will lead to self-determination” N. Heath 2009

6. 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

7. Our approach to BE Phase 1 Initiation and Learning 1999 Guided Self Assessment 2000 External Evaluation - Foundation Award

8. Our results - 2000

9. Our approach to BE (contd.) Phase 2 Proactive and Innovative Internal Self Assessment 2004 Internal Self Assessment 2005 External Evaluation - Silver Award

10. Our results - 2005

11. Our approach to BE (Contd.) Phase 3 Sustainability and Belief 2007 Internal Self Assessment 2008 External Evaluation - Gold Award & Excellence Medal

12. Our results - 2008

13. 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.

14. 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)

15. BEF & QA rationale Business Excellence Quality Assurance Continuous Improvement Inertia Building critical mass Achieving cultural change

16. 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

17. 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

18. Principle 1: Leadership…lead by example, provide clear direction…

19. Principle 2: Customers…understand what markets and customers value…use to drive strategy, products, services

20. Principle 3: Systems Thinking…continuously improve the system…

21. Principle 4: Peopledevelop and value people’s capability...to change and improve organisation

22. Principle 5: Continuous Improvementdevelop agility…based on a culture of continual improvement, innovation, learning

23. Principle 6: Information & Knowledge…use of data, info’ & knowledge to understand variability...improve decision making

24. Principle 7: Corp. & Social Responsibility...ethically, socially and environmentally responsible…

25. Principle 8: Sustainable Results…focus on sustainable results, values & outcomes…

26. 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 --------

27. ---- are able to determine our future by having a confidence in our ability to adapt to changing circumstances.

28. 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

29. Corporate strategies • Regional Land Use Strategy • 20 Year Financial Strategy • Climate Change Action Plan • Inner City Development Plan • Social Inclusion Plan

30. Corporate strategies • Employee Wellbeing Strategy • Sustainable Transport Strategy • Capital City Promotion • Pursuing Excellence Hobart

32. 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.

33. 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

34. 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

35. Questions Hobart City Council