Xcellence for Municipalities

Value Delivery and Resource Efficiency for Citizens

YOUR CHALLENGES

OUR CONTRIBUTION

YOUR FIELD OF DEVELOPMENT

OUR PROCEDURE

YOUR BENEFIT

OUR OFFER

YOUR CHALLENGES

Barriers of Your Daily Business

«Our strategies and political goals lack binding implementation, consitancy and perceptibility both internally and externally. Where is our journey actually going?»

«In our divisions and departments, everyone remains in their silo. This «Igarden-variety thinking» often prevents us from working together in a goal- and issue-oriented manner. How can we be comprehensively effective?»

«Due to unclear roles and contributions of the participants, the quality and speed of decision-making in management bodies suffers. Customers and the public expect faster project implementation with more added value. Can we improve on that?»

«Our resource requirements are steadily increasing due to increasing complexity and more difficult coordination requirements. How can we make collaboration more efficient?»

«The cooperation of all parties involved is becoming more complex due to increased interfaces, demanding processes and numerous guidelines, e.g. between the legislative, executive, administrative and other bodies. How can we become more effective together?»

«Due to demanding processes and increased interfaces, the degree of digitisation of administrative activities must be increased. Shared project processing and easy access to information must become the standard. How can we ensure efficient use of digitisation?»

How to...

... increase Your Value Delivery

... achieve a substantial improvement in performance

... create a common understanding for the implementation of the current strategy

... resolve bottlenecks and areas of tension

... utilise hidden potentials to promote innovation

... eliminate costs of fragmentation and silos

... increase collective effectiveness at all levels of the organisation

... minimise future transformation costs

... align IT activities with business requirements

OUR CONTRIBUTION

«Collective Action» Maximises «Public Value»

Xtreme Alignment

Radical focus on working together to create value together

Xtreme Contribution

Increasing the self-efficacy of the individual in collective value creation

Xtreme Digitalisation

Maximizing the digital contribution to value creation by exploiting synergies

YOUR FIELDS OF DEVELOPMENT

Connection to the Value Delivery

Typical

Fields of Development

Example
Application Areas

Increase of Value Delivery Maximum citizen benefit l Performance improvement l Use of resources l Organisational Development	Control of Own Operations Public Corporate Governance l Legislative goal development and implementation l Futuring Capability
Lean Use of Resources for Citizens Cost reduction l Efficiency increase	Sustainable Risk Minimisation Attractiveness l Wellbeing of citizens
Harnessing Future Value Delivery Potential Strategic positioning l Legislative goal development and implementation l Futuring capability	Effective Realignment after Political Elections or Strategy Adjustments Fast and smooth implementation l Establish new objective l Generate readiness
Optimal Ivolvement of Citizens Citizen participation	Effective Municipal Mergers Structured accompaniment l Functioning processes l Common understanding
Increase Self-Efficacy Maximum citizen benefit l Performance improvement l Leadership development	Ecological Sustainability Established ecological action l Preservation of the "community" habitat
Development and Strengthening of Unified Municipalities Synergy exploitation l Association and merger	Digital Xcellence Digitale Twin l Optimized collaboration l Networking potential

Municipal overall management

Education

Social

Construction and Environment

Civilisation

Supply

Own Operations

OUR PROCEDURE

The Path to Xtreme Value Delivery (XVD)

Identify development potential and define actions

Clarify framework conditions

Realize synergies

Create habit

Enjoy further development and benefits

YOUR BENEFIT

Unfolding of Value Delivery Potential

«Xcellence»

«Public Value»

Collective action

1
Promotes optimal and professional support of politics by the administration and thus allows the political decision-makers to fully concentrate on the political direction
2
Improves the alignment of administrative action with policy goals and strategic design, creating optimal interaction between political levels: Parliament, City Council, Administration
3
Enables municipalities to consistently align with their vision and core citizen and customer needs

Lean resource utilisation

1
Empowers city councilors to focus on their strategic tasks, policy goals and communications
2
Systematically eliminates the costs of fragmentation and silo structures
3
Reduces transaction efforts by 20%-60% and more through «Collective Action»
4
Saves up to 90% of future transformation costs
5
Directs resource deployment to where success is most likely to occur

Optimised use of digital platforms

1
Guarantees an efficiency gain for the administration
2
Simplifies process design, knowledge transfer, and information aggregation
3
Ensures efficient communication internally and externally and thus supports the information mandate of the municipalities
4
Accelerates the coordination of all stakeholders through platforms and digital formats of exchange (e.g. between departments or specialist divisions)

Consistent realisation of political goals

1
Enables an internal and external appearance that is consistently designed from the positioning guidelines and makes a «red thread» recognisable
2
Supports the linking of the strategic positioning with the development of the legislative goals
3
Promotes comprehensive strategic positioning of the policy vision, as well as key citizen and customer needs
4
Generates effectiveness through a collective understanding that focuses on the overall interests and embeds reasoned self-interest in the overarching objectives

Clarity and commitment

1
Creates a clear understanding of organisational structures, roles, responsibilities, and contributions (such as legislative, executive, committees, and administrative departments)
2
Raises awareness of one's own contribution to services, thus clarifying the area of personal responsibility within the city's guardrails
3
Allows for a common and comprehensive organisational focus on strategic and policy objectives
4
Promotes effective management of organisational units despite limited workload in the Millizsystem

Purification in cross section

1
Defines the roles, competencies and tasks of the so-called cross-sectional tasks clearly and for all to see
2
Aligns responsibilities between cross-cutting and strategic and operational leadership, ensuring efficiency, clarity and optimal decisions for the further development of the organisation
3
Improves the control and development capability of the cross-sectional functions

Better citizen and customer orientation

1
Enables service delivery aligned with effective citizen and client needs
2
Responds to changes in citizen and customer needs in a timely and cross-cutting manner (n-to-n) with adapted service delivery

Higher satisfaction with the services

1
Improves the «experienced quality» of the services as a result of a red thread in «Collective Action»
2
Guarantees the alignment of quality measures with the value contribution made
3
Increases the subjective sense of value of citizens and customers through targeted involvement

Collective focus on «Public Value»

1
Establishes and anchors «Public Value» in the municipal assessment and decision-making dialogue
2
Systematically integrates «common good values» in the actions of municipalities
3
Develops municipalities as a «Public Value Delivery» platform for citizens and organisations

OUR OFFER

Demand-Driven Support for Xcellence

Locationing

Take a picture of the initial situation! Where do you stand with your collaboration today (e.g. workshop 3-4 hours)

Laboratory

Experience the added value of Collective Action on a current issue in your organisation!
(e.g. workshop 5-6 hours)

Piloting

Develop your own pilot embedded in the collective flow of action and Value Delivery!

(3-5 weeks)

Anchoring

Develop Xcellence and fully exploit existing value creation potential!

(2-4 months)

Free initial consultation

Webinar

Presentation or impulse lecture

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Increase and Maximisation of

Value Delivery

Maximum citizen benefit l Performance improvement l Use of resources l

Organisational development

Contribution

Determining the value-added power (the Public Value Delivery) of the city or municipality, i.e. the ability to deliver value to the citizen. Initiation and monitoring of measures to maximise them.

Measures

Strategically focus on Public Value according to the strengths and opportunities of the city or community. Including the ability to measure, evaluate, and incorporate Public Value into the strategic management of the community
Positioning of cities and municipalities aligned with Public Value
Value-added orientation of Collective Action between citizenship, politics and administration (linking of structures, development of culture)
Averting hazards and risks; deploying resources where success is most likely to occur

Results and Impact

Prioritized development steps for immediate implementation.

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Control of Own Operations

Public Corporate Governance l Legislative goal development and implementation l Futuring Capability

Contribution

Designing the outsourcing of public tasks into independent legal forms. Development of a sustainable management system for owner-operated companies with clear allocation of autonomy, responsibilities and strategic influence by the owner. Integration and alignment of owner-operators into the municipality's management system.

Measures

Developing and shaping effective interaction between politics (executive, legislative), administration and own operations. Identification and resolution of bottlenecks and areas of tension
Development of the owner's strategy geared to harness existing Value Delivery potential
Minimisation of risks in own operations and in its management
Shaping oversight and compliance as Collective Action

Results and Impact

Exploiting collective potential to optimise the Public Value Delivery of owner-operators. Successful and efficient work between citizens, politics and administration. Effective influence by the owner without excessive restriction of autonomy. Safeguarding and protecting the interests of citizens alongside the monetary interests of society.

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Lean Use of Resources for Citizens

Cost reduction l Efficiency increase I Lean Public Value Delivery

Contribution

Anchoring future-oriented action in everyday life. Enabling the relevant actors from politics and administration to consistently align their individual actions with the development and realization of future Value Delivery potentials for citizens and customers. Creating the necessary scope for action and bundling the interaction of all relevant actors to achieve maximum effectiveness in planning and implementation.

Measures

Development of the Value Delivery architecture in the field of action
Radical integration of the interaction geared to Public Value. Meshing of structural dimensions (organisational structure, process organisation, tools and semantics)
Aligning Collective Action with service creation to shape Collective Value Delivery

Results and Impact

Concrete design of the service area under consideration with all relevant determinants, for example

contributing roles and entities (committees, departments, etc.),
required processes and procedures,
tools and regulations used,
language rules and terminologies used.

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Sustainable Risk Minimisation

Attractiveness l Wellbeing of citizens

Contribution

Embedding distributed, role-specific risk management into Collective Action. Thereby utilising collective potentials for minimising operational, strategic and developmental risks. Develop the required role-specific competencies.

Measures

Identification and classification of relevant risks related to the Value Delivery power of the municipality
Collective prioritization and avoidance of misperceptions
Anchoring risk management in everyday Collective Action. Systematic identification and resolution of communication breakdowns. Definition of crystal-clear responsibilities
Continuous development of the Collective Risk Competence of the municipalty

Results and Impact

Minimising the risks of the city or municipality (including "attractiveness", "image", "well-being of citizens") by exploiting collective potentials.

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Exploiting Future Value Delivery Potential

Strategic positioning l Legislative goal development and implementation l

Futuring Capability

Contribution

Anchoring future-oriented action in everyday life. Enabling the relevant actors from politics and administration to consistently align their individual actions with the development and realisation of future Value Delivery potentials for citizens and customers. Creating the necessary scope for action and bundling the interaction of all relevant actors to achieve maximum effectiveness.

Measures

Consistent awareness and focus on citizen and customer needs
Identification and harnessing of Value Delivery potential
Develop and set strategic and legislative goals
Positioning of the municipality in its environment
Highly effective, distributed implementation of forward-looking action

Results and Impact

Sustainable increase in the value and quality of life of the municipality,
Realisation of a unique positioning internally and externally,
Developed, concretely implementable strategy or legislative goals supported by the relevant actors in politics and administration,
Collective strategic development and implementation including future controlling.

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Effective Realignment after Political Elections or Strategy Adjustments

Fast and smooth implementation l Establish new objective l Generate readiness

Contribution

Alignment of all stakeholders to Collective Value Delivery in terms of the required realignment. At the same time, minimal adaptation of structures.

Measures

Systematic, step-by-step networking of the interaction of all stakeholders
As needed, develop and implement aligned legislative goals, roles and units, governance systems, processes and procedures, laws and regulations, etc.
Adjustment of service offering, and approach to implementing realignment

Results and Impact

Successful realignment of the municipalitiy. Self-commitment (commitment) of the stakeholders involved. Continuous impact controlling to achieve the targeted objectives.

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Optimal Involvement of Citizens

Strategic positioning l Legislative goal development and implementation l

Futuring Capability

Contribution

Develop and implement customised forms of citizen and customer participation. Active involvement in the Collective Action and Value Delivery of the muniicipality can strengthen the identity-creating effect in participation and increase the contribution to the municipality. Successive development of a culture of participation and engagement.

Measures

Establishment of future-oriented Collective Action:

Consistent awareness and focus on citizen and customer needs
Identification and harnessing of Value Delivery potential
Develop and set strategic and legislative goals
Positioning of the municipality in its environment
Highly effective, distributed implementation of forward-looking action

Results und Impact

Sustainable increase in the value and quality of life of the municipality,
Sustainable increase in the value and quality of life of the municipality,
Developed, concretely implementable strategy or legislative goals supported by the relevant actors in politics and administration,
Collective strategic development and implementation including future controlling.

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Effective Municipal Mergers

Structured accompaniment l Functioning processes l Common understanding

Contribution

Systematic development of the new identity of the target municipality in its environment incl. historical development, strategic positioning. Designing and facilitating a merger dialogue to integrate the perspectives of the stakeholders involved. Guided co-creation of the target community's value proposition with your service offering. Technical development of design variants for management system, structures, digitization, etc. to harness synergies. Coordination and alignment of the stakeholders involved and moderation of the unification process.

Measures

Moderation of the merger clarification; identification of potentials and obstacles of a merger
Development and coordination of the target image of the target community, assessment of variants of the design
Continuous development of the target community while streamlining the use of resources and harnessing value-added potential
Formulation and voting of the merger agreement
Tailor-made support of the implementation as an expert or facilitator of the development process

Results and Impact

Successful realisation of the merger at all levels. Realization of identified synergies and manifestation of the value-added power of the target community.

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Increasing the Self-Efficacy of the Active Stakeholders (Politicians, Executives, Employees, etc.)

Maximum citizen benefit l Performance improvement l Leadership development

Contribution

Increase self-efficacy of participating stakeholders through mutual alignment of interactions and individual contributions. Clarity about own role and specific contribution. Strengthening of individual self-image and development of collective competence in Value Creation. This dissolves individual barriers to action, increases individual performance, releases individual room for maneuver, and increases job satisfaction.

Measures

Development of Collective Action through mutual collaboration of interaction
Identification and resolution of barriers and bottlenecks
Design of roles and alignment with collective competencies

Results and Impact

Increased attractiveness of municipalities as employers.

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Ecological sustainability

Established ecological action l Preservation of the "community" habitat

Contribution

xxx

Measures

xxx

Results and Impact

xxx

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Development and Strengthening of the

Unified Municipalities

Synergy exploitation l Association and merger

Contribution

Determination of the value-added contribution of the unified municipality including the required resource input. Design variants for management system, structures, digitalisation, etc. to harness synergies. Coordinate and align stakeholders involved and lead the unification process.

Measures

Assess and appreciate the development so far: strengths & weaknesses, potentials and obstacles of a merger
Design of the target image of the unified municipality including variants of the design
Continuous development of the unified municipality while streamlining the use of resources and harnessing potential for Value Delivery
Formulation and voting of the incorporation agreement
Detailed implementation of the unified municipality

Results and Impact

Successful realisation of the unified municipality at all levels. Realisation of the identified synergies and increase of the added value of the unified municipality.

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Digitale Xcellence

Digitale Twin l Optimized collaboration l Networking potential

Contribution

Shaping digitisation as a platform for Collective Value Delivery. Systematic linking of digitisation to the specific architecture of the municipality's Value Delivery. Targeted design and provision of the necessary functionalities for Collective Action according to the contributions of the stakeholders involved in their roles.

Measures

Co-creative development of a Digital Xcellence Architecture for a field of action, an area, an organisation
Design and continuous adaptation of Digital Capabilities
Derivation of Digital Xcellence Profiles to characterise the specific contribution of digital tools; Digital Xcellence Requirements Engineering

Results and Impact

Digital Xcellence Architectur, Digital Xcellence Application Profiles (DXAP), Key-User Concepts, etc.

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