1st Edition

Continuous Improvement Practice in Local Government Insights from Australia and New Zealand

    142 Pages 17 B/W Illustrations
    by Routledge

    142 Pages 17 B/W Illustrations
    by Routledge

    Local government plays a critical role in the provision of governance, infrastructure, and services for local communities. Over the past 30 years this sector has undergone significant reforms because of various superordinate governments policy changes. Continuous improvement and quality programs have been a common tactical response undertaken by various local government organisations to remain sustainable and to continue to deliver value to their local communities. These tactical responses have had varying levels of success.

    This book seeks to go beyond a tactical focus and uncover the kinds of continuous improvement practices that are enacted in various local government contexts. A focus on practices enables practitioners and researchers alike to gain insights that to go beyond approaches which privilege the application of CI tools over the contextualisation of CI programs. Contextualisation affords the insightful deployment of programs that are specific to the needs and dynamics of local communities and operations.

    The cases presented share insights on aspects of CI including: embedding performance measurement; harnessing learning; contextualising CI activities to support the ongoing sustainability of these practices. Researchers and practitioners alike can draw benefit from the grounded industry base experiences and insights shared in the book.

    1. Introduction 2. Landscape of Continuous Improvement in Local Government 3. Embedding CI in LG through knowledge sharing 4. Case study #1 Stakeholder analysis for continuous improvement — A New Zealand perspective 5. Case Study #2 in the Australian Context - Developing a performance measurement framework in a Council Undergoing Growth 6. Case study #3 Critical success factors 7. Case Study #4 - Understanding the work of CI practitioners 8. Conclusion


    Dr Matt Pepper is a senior lecturer within the School of Business, Faculty of Business and Law at the University of Wollongong, Australia. Research interests include operations management and continuous improvement across industry settings.

    Dr Oriana Milani Price is a senior lecturer in the School of Business, Faculty of Business and Law at the University of Wollongong, Australia. Research interests include management practice, workplace learning, organisational development and change and, quality and continuous improvement, in the public sector.

    Dr Arun Elias is Associate Dean (International and Accreditation) at Wellington School of Business and Government, Victoria University of Wellington, New Zealand.