Canadian Government Executive - Volume 24 - Issue 02

22 / Canadian Government Executive // March/April 2018 INNOVATION T he word ‘innovation’ has taken over much of the local govern- ment discourse. Often, an in- novative strategy or initiative is promoted by a mid to large city, and it is difficult for other local gov- ernment organizations to reflect on scal- ability. I suggest that innovation comes in all shapes and sizes, and often cities could look to their smaller counterparts to glean undertakings that would transform their operations. Throughout the last decade, all local gov- ernment executives, regardless of the size of their organization have been challenged to utilize existing resources to a greater im- pact on the streetscape. Provincial govern- ments have taken a page out of the federal governments ethos and are largely remov- ing themselves from the service manager role to become the keeper of legislative policy only. In this environment, small and large local governments alike are faced with extreme challenges to adapt an inno- vative culture in their workplace. What is innovation? Innovation does not have to be the next cyber solution or the development of a new piece of technology. Innovation is very simply taking two existing things and combining them in a new way for an improved outcome. I have found explain- ing innovation in these terms reassures all staff on their own innate ability to apply an innovative spirit to the work that they do every day. The Role of governance I have found to truly transform a culture in municipal government, you must begin with the elected leadership. This is likely obvious to the majority of readers, howev- er, often the author of an idea or an initia- tive does not give nearly enough attention to ensuring that the elected leadership not only understand the initiative, but can ex- plain it to their constituents and serve as a promoter and defender when difficult hurdles are encountered. A meaningful corporate strategic plan is key. I have cho- sen the word “meaningful” deliberately. A strategic plan in which all leaders (elect- ed, executive, directors and managers) are connected will create an environment of authenticity across the organization. Embrace the atypical – take a risk Local government in Canada, embedded in the Westminster system of government, is built upon stability and consistency. This ethos is often what separates innova- tion from the same old, same old. Let me provide an example to highlight how em- bracing an atypical approach – often the domain in smaller organizations – can pro- vide profound innovative solutions which are scalable. In 2016, at Bruce County, I led the team into formulating an innovative new part- nership with an energy powerhouse – Bruce Power. On the surface, the initia- tive may not appear to be particularly novel or innovative. The terms and con- ditions of the partnership are embedded in a standard Memorandum of Under- standing. The innovation is in the form of how we completed our resource deploy- ment and the relationship between gov- ernment and industry. The initiative is a jointly funded partnership designed to leverage economic opportunities across the region. We jointly hired the staff and share an individual who devotes 50 per cent of their time to each organization. Their mandate is to support the branding and worked with our partners. In the 12 months since launch, both parties have experienced tremendous success. Bruce County has been the recipient of business relocation to Bruce County of corpora- tions such as Rolls-Royce, SNC-Lavalin, BWXT, Kinetrics and others. Bruce Power has benefited from having their supply chain shift to be local. Both parties have benefitted by ensuring that the multi- billion dollar and single biggest public in- frastructure project in Canada is fulfilling milestone commitments. The initiative is a public-private partnership like no other. The leadership at Bruce County em- braced the atypical, and the results have been immediate and profound. Rising above the fear of failure All local government struggles with the public shaming that often accompanies a failed initiative. Executive careers have been derailed through the failure of a good idea. Executives in all local government – The elements of an innovative culture for any municipality Innovation comes in all By Kelley Coulter