Effective Cultures in a Local Government context

Local governments exist to provide high-quality services and experiences for local residents while planning the future spaces and places of the local area. Organisational culture plays a significant role in achieving this purpose. For example, culture influences every aspect of a local government’s operations, from how the parks and gardens staff interact with residents to community plans that recognise and cater to areas such as residents’ health needs or demographics.  

When considering stages of cultural evolution, the context of the local government organisation is crucial in determining what culture may be necessary to achieve its aspirations and purpose. In this article, we examine the three central stages of cultural evolution – Compliant Dependent, Achievement, and Collaborative Growth. 

 Compliant Dependent cultures respond to an organisation’s need for stability, clarity, and adherence to laws, rules, customs, and processes. 

In a local government context, compliance with planning laws, community expectations, council by-laws, etc, is crucial. Administering the needs of consumers requires providing clarity about what is permissible, what is expected, how much the services will cost, and where these services are available.  

A very strong emphasis on compliance and dependence can also have its limitations – sometimes, compliance to a rule is given priority over whether or not the rule is still relevant. It also means that new risks that emerge, which are not covered under existing rules or laws, may not be addressed until the risks are realised. A strong compliance to traditional ways of working can also result in a lack of willingness to embrace new ways of working, even when there is a clear mandate for change. 

 Achievement cultures are built on the foundations of Compliant Dependent cultures and respond to the need to enable individual contributions of ideas, improved effectiveness, new methods, or innovations that may significantly enhance the ways of working of individuals. 

Two crucial aspects of Achievement culture are empowerment and agency, i.e. providing people with the space to perform their roles effectively, and coaching people to greater effectiveness.  

This leads to greater opportunities to achieve results (such as more effective use of ratepayer funds, improved services, and delivery of community plans), and having greater individual responsibility and a sense of personal achievement. 

At this stage of cultural evolution, how we achieve together becomes critical. For instance, being aware of providing other teams with information at the moment they need it or recognising emerging problems or opportunities that may assist colleagues beyond your immediate working area is vital. If, for example, a staff member notices some damaged council property and the responsibility for fixing it falls outside their role or team, in an effective Achievement culture, the staff member steps in to determine whose area this may fall under and informs the appropriate person or team. 

The role of a manager and team leader in an Achievement culture shifts from being a technical specialist and deliverer of tasks to a much stronger emphasis on team achievement through developing team members and creating an environment where the team holds each other accountable for their commitments. 

In Collaborative Growth cultures, the emphasis shifts from team achievement to collective progress of the Council. 

For example, a shift from servicing a customer to a genuine partnership with the customer and with other parts of the organisation to deliver an improved customer experience. 

In this culture, people across the organisation would be more likely to collectively own challenges and solve them together. For example, if there was a particular issue about how an open space may be used by local residents, staff with different experiences and perspectives may come together to collectively explore options, ratepayers may be involved early in the process to understand their needs and perspectives, and councillors may also be involved in the exploration. 

To truly partner with and meet the needs of its ratepayers, its councillors, and its staff, a Local Government organisation requires solid cultural foundations. These cultural foundations are needed in order to build the capacity to deliver results for its community (making good use of ratepayer money) and build a local city for the future.