The conference theme “Taking Flight for the Future: Head West for New Frontiers” resonated with me. I proposed a study tour to build on the research of past fellows to further answer the question, “How do we successfully foster innovation and creativity in public works with limited resources?” Public works innovation is a popular subject in America. However, resource allocation can be a challenge as innovation initiatives can compete with existing project delivery priorities.
For the study tour, I visited different-sized public works organizations, compared innovation tools, interviewed staff, and toured unique projects. Australia faces challenges similar to the United States in managing a changing workforce and attracting diverse talent while carrying the same pressure to innovate. In addition, many organizations were experiencing organizational restructure. Like the City of Los Angeles, the cities I visited also made a commitment to gender and racial equity.
Below are some takeaways and personal insights on how innovation can be fostered in an organisation.
- Tell Your Staff, “It’s OK to Be Yourself”
I’ll start with a personal reflection.
It was intimidating to travel alone and I was anxious about how to share a unique and valuable perspective to an international audience. I had to dig beyond public service to find uniqueness—into my interests, my hobbies and my point of view as a female Asian American Angeleno “older millennial” municipal civil engineer.
Like many professionals, I prefer to maintain a conservative image at work and separate who I am during and off work hours. However, putting myself out there allowed me to ask better questions, which helped others feel comfortable to share and communicate more easily. The more vulnerable I was to share my ideas, the more I received in the exchange.
To experience authentic exchange, try to break the ice and encourage staff not to be afraid to stand out.
- Invite Someone Along for the Journey
How do you coach innovation when the product or process has not been done before?
I was inspired by a young engineer who was not only critically involved “cradle to grave” in the delivery of innovation, but also taught the process to others. Vimal Vinodan, a street infrastructure engineer, and Anthony Ogle, manager of Asset Systems from the City of Ryde, co-wrote and presented the conference paper, “Smart Street Lighting, Smart City, Smart Standards.” The paper is a successful case study and innovation road map detailing how to overcome barriers and implement smart street lighting to enable cities to be successful leaders of smart cities. Check out their paper here: https://www.ipwea.org/newzealand/viewdocument/smart-street-lighting-smart-city.
Vimal was invited by a senior manager to take part in an innovation journey and learn along the way, whether in success or in failure. Consider experiential coaching as a way to teach the innovation process.
- Support an Intrapreneur and Engage a Mid-Career Professional
During my public works visits, I met many Intrapraneurs, a term that describes internal entrepreneurs.
Engineers Ari Triskelidis and Kanchana Withana could not find a passive street tree irrigation solution that suited their needs for a simple design that was low maintenance, cost effective, and improved the drought tolerance of street trees in the landscape median. Ari introduced me to their partnership and prototyping process to develop the Monash Kerb Inlet pilot project for passive irrigation. The engineers conducted research, partnered with Monash University, prototyped an inlet design, and worked with industry to fabricate the design. Read about their fascinating journey here: https://www.ipwea.org/blogs/intouch/2016/10/25/innovating-passive-irrigation-with-the-monash-kerb-inlet.
It takes experience and grit to carry through a new process, and mid-career employees can be a good target group. To help with management fatigue, engage mid-career engineers the way you engage new employees. Commit resources to support a motivated team that takes the initiative to propose a solution to outperform the status quo. Encourage the team to share lessons learned with your organization and invite them to submit a conference paper to share with industry.
- Design the Result
The focus that innovation is a product of technology solutions squeezes most public sector’s already scarce programming resources. The Data and Information Unit at City of Perth, which is similar to a tech arm, showed me an unexpected approach. The manager, David di Lollo, emphasized that when approached with a solution and requested to build a new product, his group first asks, “What is the problem you are trying to solve?” Instead of focusing on the technology, their focus is first on collaboration as an approach to problem solving.
Another example was at the City of Lismore where staff rethought the process of public outreach and engagement which is typically a challenge for the success of public works projects. When we think of public outreach, we think of marketing materials and spending resources planning and setting up public meetings where few people may show up or actively participate. Designers at the City of Lismore took their designs to the streets with coffee carts and offered the public free coffee and an opportunity to give feedback on the designs. This approach improved the public’s perception of the project outreach and increased participation.
Before committing major resources to develop an app or carry out public outreach, consider the different ways you can achieve the same result.
- Think about the Different Ways to Think Differently
Gender and racial diversity are valued and widely talked about in Los Angeles. While diversity and innovation are linked, the definition of diversity communicated is often unclear. I was intrigued by the IPWEA conference best overall paper called “Diversity Powers Innovation.” The author, Priyani de Silva-Currie, explored benefits to paying attention and looking for each type of “diversity.” One of the main links to having a more innovative organization is diversity of “thought,” which is driven by diverse experience and not just gender and race. Check out the paper here: http://aomevents.com/media/files/IPWC%202017/papers/de-silva-currie-priyani.pdf.
Through the study tour, I learned alternative ways to develop thought diversity. Human Resources at the City of Perth introduced me to a secondment, a temporary work exchange to replace staff on temporary leave while helping existing staff build new skills and experiences.
In Lismore City Council, Gary Murphy, the Executive Director of Infrastructure Services, taught me about the importance of “giving permission” and showed me that you can balance staff strengths and interests while diversifying experience by giving a chance to apply expertise to a different role. Kevin, a Commercial Services Business Manager at the time, got the opportunity to lead the development of the Recycling and Recovery Center. Although this was not a typical role for him, he used his background to find multiple revenue streams and uses for the recycling center. Not only does this recycling system crush about 6,000 tonnes of discarded glass every year for reuse in projects and diverting it from landfill, the center is also a wildlife preserve, provides locals with small business opportunities, and teaches visitors about sustainability.
- Coach Self-Awareness and Draw out Innovative Ideas
Recognizing different leadership approaches and communication styles is important to identify and draw out innovative behavior.
On my study tour, I met Vicki Shelton, Greater Geelong’s Manager of Engineering Services, who won the IPWEA Public Works Leadership Medal this year, and Margie McKay, who runs the City Design Studio at the City of Melbourne and is responsible for projects shaping one of the most creative cities in the world. At the City of Perth, I had the privilege of meeting with managers of each function who had a mix of private, public and international experience and who were age, gender and racially diverse. Because of organizational change, each manager had honed their own way to manage change and inspire innovation.
I learned about different leadership approaches such as a collaborative approach and noticed common core qualities among these leaders such as strong self-awareness and enjoyment in helping others develop. Even for me, someone who is generally soft-spoken and stereotypically Type B, I have been lucky to have a supervisor and facilitators who can recognize my communication style and challenge me to share my recommendations, which has increased my contribution tremendously.
Here is the main takeaway—as a first step to fostering innovation, employees must feel comfortable being themselves and supported in sharing their point of view at work. Given permission to innovate, you will be pleasantly surprised what may be possible.
I am thankful for the opportunity to participate in this fellowship. I deepened my connection to APWA and experienced its global influence. This article covers only a fraction of lessons learned and I look forward to sharing more personal examples from Australia with you at this year’s Public Works Expo in Kansas City.
Hoping to win the crazy shirt contest at the IPWEA Conference with my City of Perth hosts (Joanne is second from left)
Site visit and job shadowing with engineers in Kingborough, Tasmania
Thank you to IPWEA Executive Officer and my fellowship liaison Ross Moody and to the International Affairs Committee for this opportunity. Thank you to my gracious hosts at the City of Perth, City of Lismore, Monash City, City of Melbourne, City of Greater Geelong, City of Glenorchy, City of Hobart, Brighton Council, and Kingborough Council for their time investment and mentorship. Thank you to Los Angeles City Engineer Gary Lee Moore and Chief Deputy City Engineer Deborah Weintraub for their support.
You can reach me on Linkedin at www.linkedin.com/in/joanne-zhang-jz-a564668/.
Honoring the legacy of President Dwight D. Eisenhower, the Eisenhower Institute is a distinguished center for leadership and public policy. The Eisenhower Institute at Gettysburg College proudly sponsors several fellowships and residencies which are designed to advance the Institute's mission of engaging leaders and learners in the fields of public policy and leadership development. For more information on the Eisenhower Institute, please visit http://www.eisenhowerinstitute.org.