Service Edge was initially developed (by Results Management Australia) for Caloundra City Council (Qld) in 1997. This exciting new program rolled out across the Council’s workforce in a determined effort to improve the Council’s public image, eliminate recurring problems and wasted effort, and improve community satisfaction levels. The program was so popular among staff and managers at all levels that it was expanded to cover all Elected Members and Council Contractors. The program’s outstanding success in Caloundra led to its immediate takeup by other progressive Councils such as Stanthorpe, Whitsunday, Calliope and Dubbo City.
By 2005 Service Edge had been used by more than 50 Councils (predominantly in Queensland), many of which had promoted it under local guises such as ‘Livingstone Pride’ or ‘Winton Edge’. The ability of the Service Edge program to develop high morale workforces that were focused on systems and process improvement through employee empowerment continued to grow, with Livingstone Shire Council holding several records. These included the number of nominations to internally drive the project (56% of the staff volunteered to be on the project’s co-ordination team) and the number of identified systems improvements (1,515 were identified by staff during the initial round of Challenge Workshops).
By 2007 Glen Innes Severn Council (amalgamated from Severn Shire and Glen Innes City) had recognised the opportunity to use Service Edge as a tool to build a new, revitalised and totally collaborative work culture. The successs of this project during 2008 led to several recently-amalgamated Queensland Councils using Service Edge to develop a united and progressive new work culture. These included Banana Shire (Banana 4C), Toowoomba Regional (TR5C) and Lockyer Valley Regional (LV Edge) during 2009/2010.
In the post-COVID19 era, with growing emphasis on doing more with less, Australian local governments are starting to seriously reconsider programs such as Six Sigma, Lean and TQM. Yet for most Councils these approaches remain too ‘clinical’ and unsuitable for application within the local government industry. The Service Edge program (and its tailored variants) are based on exactly the same principles regarding process improvement, service consistency, measurement and employee involvement. However these principles have been adapted to the industry in a way that inspires managers and labourers alike to be part of an outstanding team that is totally committed to create outstanding community outcomes.
The 'Livingstone Pride' project generated an employee-driven initial database of 1,515 business process improvements
Due to its popularity, Service Edge was extended to include all Councillors and Council facility managers/cotractors
Service Edge was the key training component of Dubbo City Council's award- winning 'TEAM 2000' project
Service Edge principles led to savings estimated at $1.8M and a 33% increase in the Council's popularity rating
Calliope Shire ensured that Council-wide participation in Service Edge was linked to the Council's Enterprise Agreement
Like many Councils, Kalgoorlie have used Service Edge to improve the operations of specific Council business units (ie Pools)