value management finding the common ground by working together

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Value ManagementValue Management

Finding the Common GroundFinding the Common Groundby working togetherby working together

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Working TogetherWorking Together- - Local Government Local Government

SustainabilitySustainability

•Drivers for changeDrivers for change•Key elementsKey elements•Where to begin?Where to begin?

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How do we…?How do we…?

• Capitalise on available resourcesCapitalise on available resources• Generate support & gain Generate support & gain

commitmentcommitment• Ensure sustainabilityEnsure sustainability• Encourage responsibility & Encourage responsibility &

accountabilityaccountability• Develop strong information flow Develop strong information flow

channelschannels• Overcome obstaclesOvercome obstacles

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The Way ForwardThe Way Forward

•Working TogetherWorking Together•The people who do the The people who do the

work know best how to do work know best how to do itit

•Ask – don’t tellAsk – don’t tell

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OutlineOutline

•The Value Management The Value Management ProcessProcess

•Some ExperiencesSome Experiences•Panel SessionPanel Session

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BackgroundBackground

•Genesis of Value Genesis of Value ManagementManagement

•Institutes of Value Institutes of Value ManagementManagement Great Britain, Europe, America, Japan, Great Britain, Europe, America, Japan,

Hong Kong and AustraliaHong Kong and Australia

•Australian StandardAustralian Standard AS/NZS 4183:1994AS/NZS 4183:1994

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Typical workshopTypical workshop

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Workshop StructureWorkshop Structure

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Day 1 Day 2

Divergent Convergent

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Information PhaseInformation Phase•Project overviewProject overview•Project environmentProject environment•GivensGivens•What does it do now?What does it do now?•AssumptionsAssumptions•IssuesIssues

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IssuesIssues

•SSocial impactsocial impacts•TTechnical issuesechnical issues•EEnvironmental concernsnvironmental concerns•EEconomic conomic

considerationsconsiderations•PPolitical implicationsolitical implications

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AnalyticalAnalytical

•What does it do now?What does it do now?•What are the key What are the key

issues?issues?•What must it do?What must it do?

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Systematic & Systematic & LogicalLogical

•Share and analyse informationShare and analyse information Explore the project environmentExplore the project environment Differentiate between facts and Differentiate between facts and

assumptionsassumptions Explore what happens nowExplore what happens now Identify key issuesIdentify key issues Identify unwanted functions and must Identify unwanted functions and must

do’sdo’s

•Create and Evaluate ideasCreate and Evaluate ideas•Develop actionable plansDevelop actionable plans

Responsibility and accountabilityResponsibility and accountability

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The ProcessThe Process

•StructuredStructured•AnalyticalAnalytical•Systematic & LogicalSystematic & Logical•CollaborativeCollaborative

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Key DifferentiatorsKey Differentiators

•We work togetherWe work together•StructureStructure•Understanding Understanding

PurposePurpose•Focus on FunctionFocus on Function

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In summary ….In summary ….

•Five PhasesFive Phases Information Sharing & AnalysisInformation Sharing & Analysis Creativity & EvaluationCreativity & Evaluation DevelopmentDevelopment

•CollaborativeCollaborative•Involves people in decision Involves people in decision

makingmaking

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OutlineOutline

•The Value Management The Value Management ProcessProcess

•Some ExperiencesSome Experiences•Panel SessionPanel Session

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Brighton Training Brighton Training CentreCentre

•All sectors representedAll sectors represented

•Working togetherWorking together

•Key infrastructure identifiedKey infrastructure identified

•Ownership and commitment Ownership and commitment for implementation of for implementation of outcomes.outcomes.

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Sorell Traffic Sorell Traffic ManagementManagement

•A preferred option for an A preferred option for an alternative routealternative route

•Streetscape, amenity Streetscape, amenity improvements and parking improvements and parking optionsoptions

•Traffic flow improvementsTraffic flow improvements

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Pulp Mill ImpactsPulp Mill Impacts•Steering group established Steering group established

Local GovernmentLocal Government State GovernmentState Government Private sector Private sector

•Investor and Community Investor and Community Consultation strategyConsultation strategy

•Planning and Impact Planning and Impact Assessment GroupAssessment Group

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Cape Barren IslandCape Barren Island– Road Maintenance – Road Maintenance

AgreementAgreement• Key Issues and critical success Key Issues and critical success

factors were agreed.factors were agreed.• A number of quick wins were A number of quick wins were

identified.identified.• A communication framework was A communication framework was

developed.developed.• A framework for the agreement was A framework for the agreement was

agreed.agreed.• A plan for moving the project A plan for moving the project

forward was agreed.forward was agreed.

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SummarySummary

•Working together to Working together to make decisions. make decisions.

•Involves key Involves key stakeholders, decision stakeholders, decision makers and technocrats.makers and technocrats.

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Working Working TogetherTogether

the key to gainingthe key to gaining

CommitmentCommitmentOwnershipOwnership

SustainabilitySustainability

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Panel SessionPanel Session

•Greg BrownGreg Brown•Tony FosterTony Foster•John HowardJohn Howard•Chris WellsChris Wells