Agenda of Implementation Advisory Group

Implementation Advisory Group

9 February 2017

Item No: IAG0217 Item 1

Subject: Integration and Innovation Plan - Monthly Update

File Ref: 17/6012/6151.17

Prepared By: Emma Lannan - Change and Integration Projects Officer

Authorised By: Nellette Kettle - Group Manager Integration Customer Service & Business Excellence

SUMMARY

This report provides the IAG with a high level summary of progress against the actions in the Integration and Innovation Plan (i-Plan).

RECOMMENDATION

THAT the report be received and noted and the IAG provide any feedback.

BACKGROUND

The Integration and Innovation Plan (i-Plan) outlines the key projects to establish the Inner West Council in preparation for the return of the elected Council. During the most recent period, significant progress has been made in the redesign of the organisation and roll out of a new structure, primarily facilitated by the appointment of the Level 3 Group Managers. We are investing in the leadership of our management team, through a high performance leadership program, and ongoing suite of training to support the resilience of our staff during transition. The service integration has been reshaped as the Integration and Transformation Program, incorporating the three streams of integration work across the organisation, including TechOne implementation. The establishment of the Strategic Reference Groups will facilitate valuable and meaningful engagement with our community, particularly as the early work is undertaken on the Community Strategic Plan process. We are well advanced in the preparation of the 2017-18 Budget, the first integrated budget for Council. Preliminary work is underway for the co-location of staff, to support Service Unit’s operating as one team, with one Inner West culture. These highlights are detailed below.

Current Status

A status overview against the actions in the i-plan is provided in Attachment 1. There has been significant progress made over the last period.

Organisation re-design: Appointment of L3 Group Managers

On 2 December 2016, Council’s Level 3 structure was implemented with the appointment of Group Managers. 15 roles were internal appointments, reflecting the depth of talent and expertise within Council.

Group Manager	Service Unit	Portfolio
Elizabeth Richardson	Development Assessment and Regulatory Services	Assets and Environment
Jan Orton	Environment and Sustainability	Assets and Environment
Wal Petschler	Footpaths, Roads, Traffic and Stormwater	Assets and Environment
Kelly Loveridge	Procurement and Fleet	Assets and Environment
Brooke Martin	Properties, Major Building Projects and Facilities	Assets and Environment
Cathy Edwards-Davis	Trees, Parks and Sportsfields	Assets and Environment
Josephine Bennett	Aquatic and Recreation	Community and Engagement
Annette Morgan	Children and Family Services	Community and Engagement
Simone Schwarz	Communications, Engagement and Events	Community and Engagement
Erla Ronan	Community Services and Culture	Community and Engagement
Caroline McLeod	Library and History Services	Community and Engagement
Pav Kuzmanovski	Finance	Chief Finance and Information Officer
Tanya Whitmarsh	Governance	Chief Finance and Information Officer
Nellette Kettle	Integration, Customer Service and Business Excellence	General Manager
Joe Strati	Legal Services	General Manager

Two of the three remaining positions (ICT, HR and Strategic Planning) are in their final stages of external recruitment. Melodie Whiting has been appointed to the role of Group Manager, Human Resources and will commence in February 2017.

Organisational Structure

Following their appointment, Group Managers commenced consultation with staff regarding the structure within their Service Units. Consultation workshops were held in December and January and will continue through February, allowing sufficient opportunity for all staff to give feedback. It is anticipated that L4 and below structures will be considered by the Joint Consultative Committee in March. The internal recruitment phase will then commence.

Organisational development: High Performance Leadership Program

Following their appointment, the Leadership Group have begun a six month structured program to invest in their capacity to lead their staff, particularly during this period of change and transition. Adopting a whole person leadership model, the program encompasses five focus areas for developing high performance. These include:

· Creating a leadership vision of cultural change

· Creating a culture of results and accountability

· Success without stress

· Leading high performance and creating self aware teams

· Leadership effectiveness – managing ourselves, time management and work/life balance.

In addition to the investment in our leadership, we are building capacity in business improvement. In February, 20 staff from across the organisation will participate in a three day Business Excellence in Local Government program. The Australian Business Excellence Framework is Council’s chosen methodology for continuous improvement and organisational development. (The I-Plan has embedded this framework in its structure.) Training is also underway in facilitation skills, reflecting the ongoing need for staff to facilitate sometimes complicated or complex discussions as we integrate.

Service integration: Integration and Transformation Program

Building on the outcomes of integration workshops held with teams in late 2016, the Integration and Transformation framework has been established. The Program comprises three streams:

Stream 1 (TechOne Implementation) will be detailed further below.

The Corporate Priority Projects (Stream 2) were identified by the Leadership Group and include projects that are critical to our ability to function as one organisation, such as:

· Intranet development

· Organisational values

· Performance management system

· Consolidated asset database

· Customer service strategy

· Co-location plan

Many of these projects have already been scoped and are progressing, while others require more detailed planning and an allocation of resources.

Service Unit Projects (Stream 3) are specific to the work of service units and teams. Most of these projects were identified and planned during integration workshops in late 2016. Group Managers are currently prioritising these projects and determining resourcing within their units.

The Integration Unit, as the centralised Project Management Office, will coordinate projects across all streams. This will facilitate coordination of critical dependencies and efficient project monitoring and reporting. Resourcing of the Integration Unit is nearly complete. In late January, the first of two Business Analysts, Brigid Meehan, commenced work.

Systems integration and transformation: TechOne Implementation

The TechOne Implementation project has commenced. Recognising the scale and complexity of the work, a fulltime Project Manager has been contracted to provide the expertise needed and ensure this project is delivered on time and within budget. To support the Solution Design process, five project teams have been initiated to review the processes and identify if variations are required to meet our requirements. Project Teams are lead by a Subject Matter Expert, with up to eight Business Process Representatives, from across Council. The Project Teams are working efficiently to review all processes while consulting with staff who are directly impacted by the process.

TechOne will be rolled out in stages. The first suite of applications will go live on 1 July 2017, with the entire roll out to be completed by December 2018.

TechOne Staged Roll Out – Draft Project Timetable (subject to change)

July – December 2017

January – June 2018

July – December 2018

1. General Ledger

2. Accounts Payable

3. Purchasing

4. Assets (Financial)

5. Organisation Chart

6. Timesheets (Capital Works)

7. Payroll

8. Timesheets (Overtime)

9. Performance Planning

10. Enterprise Budgeting

1. Contract Management

2. Assets (Operational)

3. Requisition to Work Orders

4. Mobility (various)

5. Capital Projects

6. Strategic Asset Management

7. GIS Integration (Assets)

8. Recruitment

9. Training

10. Organisational development

11. Work Health & Safety

12. eTimesheets (Jobs)

13. Other HR Forms

1. GIS Integration (Regulatory)

2. Infringements

3. Enforcement

4. Development Assessment

5. Approvals

6. Trade Waste

7. Permits

8. Bonds

9. Certificates

10. Invoicing

11. Billing

12. Rates Management

13. Receipting

14. Debtors Management

15. Customer Request Management

Strategic Reference Groups

Recruitment of the Strategic Reference Groups was finalised late 2016, with the exception of the Aboriginal and Torres Strait Islander Reference Group. This group’s recruitment process has been deliberately protracted to engage with key stakeholders and design a process suitable for this community. The EOI process for this group closed on 30 January.

A governance structure has been determined for the Strategic Reference Groups and terms of reference drafted, to be reviewed by each group at their first meeting. The first meetings of all Strategic Reference Groups will take place in early February. (Youth Leadership is scheduled for late February to allow adequate time for the start of the school year.) While agendas will be determined in consultation with the groups, the commencement of the reference groups presents an important opportunity for engagement on the Disability Inclusion Action Plan in the coming months. The reference groups will also be pivotal to the early work to develop the new Community Strategic Plan.

Integrated Budget 2017-18 and Fees and Charges

We are well progressed in the preparation of the Inner West’s first integrated budget for 2017-18. Since appointment, Group Managers have been reviewing budgets from legacy councils and consolidating them under the new Service Unit structure. A draft, high-level 2017-18 Budget will be presented to LRAC in March.

Work has also progressed on the integration of Fees and Charges for 2017-18. The underlying principles for our approach to Fees and Charges will be presented to LRAC in March. In summary, statutory fees and those where there is little discrepancy between fees and charges will be prioritised for integration. The remaining fees and charges will be determined through the integration of services and functions.

Co-location

To operate as one team and build one Inner West organisational culture, it is imperative that staff are co-located. During December to mid-January, an assessment has been undertaken to document the existing office facilities and future Service Unit requirements. Currently, options for location arrangements are in development. The aim of these options is to maximise the existing resource utilisation and allow Service Units to work cohesively together. In addition, decisions around co-location of teams and units will be made based on a set of principles:

1. Co-locate teams with their Group Manager as much as possible

2. Consider long-term accommodation strategy

3. Minimise interim office amendment costs

4. Continue three service centres in Ashfield, Leichardt and Petersham

5. Minimise the number of staff movements for staff

6. GM and Mayor to be closely located, with Legal and HR close to the General Manager and Governance (Business Papers) close to the Mayor

The options under development aim to utilise all existing office space and present options that exclude the use of our smaller depot sites (Balmain and/or Summer Hill).

Consultation will be undertaken on the options in February. A detailed plan, including logistics, procurement and communications, will be developed to support the colocation process implemented in April.

FINANCIAL IMPLICATIONS

A draft budget for merger implementation has been prepared.

OTHER STAFF COMMENTS

Relevant staff have contributed status comments for their actions items.

PUBLIC CONSULTATION

This status report is published on the Council website

CONCLUSION

Significant progress continues to be made in establishing the Inner West Council as outlined in

the report.

ATTACHMENTS

1.⇩

i-Plan Status Report

Implementation Advisory Group

9 February 2017

i-Plan Status Report as at 25/01/17
Organisational and Community Leadership
Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2017
1.1	Hold the first Inner West Council meeting (and monthly thereafter)	25-May-16	Administrator General Manager	Robust governance Involved communities	Completed
1.2	Establish a schedule of Council meetings	31-May-16	Administrator/General Manager	Robust Governance	Completed
1.3	Establish the Local Representation Advisory Committees (LRACs) and the Implementation Advisory Group (IAG) to provide local representation and input	10-Jun-16	Administrator	Robust Governance	Completed
1.4	Conduct monthly meetings of the LRACs and IAG	Ongoing monthly	Administrator/General Manager	Robust Governance	Completed
1.5	Determine an Interim Executive Team structure	10-Jun-16	General Manager	Engaged staff	Completed
1.6	Establish and hold first meeting of Inner West Council Internal Audit Committee	15-Jul-16	Group Manager, Governance	Robust Governance	Meeting proposed for early 2017. First meeting date to be set for February 2017, subject to review of approach to Internal Audit by General Manager
1.7	Adopt a statement of vision and priorities following community input	31-Dec-16	Group Manager, Strategic Planning	Shared vision	Completed Draft Statement of Vision and Priorities endorsed by Council on 6 December 2016, for community review. Community review period opened on 12 December and will close on 8 February 2017.
1.8	Communicate process and timelines for local community, members to nominate as candidates for the election	From March 2017	Group Manager Governance	Newly elected Council	No action required at this time.
1.9	Hold Council election	9-Sep-17	Group Manager Governance	Newly elected Council	No action required at this time.
1.10	Establish a comprehensive induction program for new Council, including an ongoing program of professional development and support	9-Sep-17	Group Manager Governance	Newly elected Council Robust Governance	No action required at this time.
1.11	Establish a modern, participatory local democracy framework	31-Dec-16	Group Manager Governance	Robust Governance Involved Communities	The first meetings of the Strategic Reference Groups are scheduled for early February 2017. Terms of Reference have been drafted for consideration of the groups at their first meeting and an induction process prepared to ensure all groups are established consistently. The recruitment process for the Aboriginal and Torres Strait Islander Reference Group is close to completion, with EOI closing on 30 January. Six applications have been received, (as of 25 January 2017).


Strategy and Planning
Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2017
2.1	Prepare the new Council Integration and Innovation Plan	8-Jul-16	Administrator and General Manager with support from the Director, Innovation and Strategy	Expected benefits Smart services	Completed
2.2	Prepare and commence exhibition of draft operational plan, budget and fees and charges for 2016/17	30-Jun-16	Director, Corporate Services	Smart services Shared vision Involved communities Rates maintained	Completed
2.3	Establish governance framework for Stronger Communities Grants and Projects	30-Jun-16	Director, Service Delivery	Robust governance	Completed
2.4	Establish the new Council’s financial governance framework, including:
2.4.1	Financial reporting framework	30-Jun-16	Director, Corporate Services	Robust Governance Expected benefits	Completed
2.4.2	Conducting final audits (2015/16) for the former Councils	31-Dec-16	Director, Corporate Services	Robust Governance Expected benefits	Completed
2.4.3	Appointing a new auditor for Inner West Council	31-May-16	Director, Corporate Services	Robust Governance Expected benefits	Completed
2.4.4	Budgeting and long term financial planning framework	31-Jul-16	Director, Corporate Services	Robust Governance Expected benefits	Completed
2.4.5	Financial key performance indicators, including tracked savings	30-Jun-16	Director, Corporate Services	Robust Governance Expected benefits	Completed
2.4.6	Draft budget for merger implementation funds	30-Sep-16	Director, Corporate Services	Robust Governance Expected benefits	Completed
2.5	Adopt operational plan, budget and fees and charges for 2016/17	31-Jul-16	Director, Corporate Services	Smart services Shared vision Rates maintained	Completed
2.6	Consolidate organisational risk registers and proactively manage organisational risk	30-Sep-16	Group Manager Governance	Robust Governance	Consolidation is subject to roll out of organisational structure and establishment of Enterprise Risk Management framework for Inner West Council. This work will be progressed as a Corporate Priority Project (Stream 2).
2.7	Adopt the operational plan 2017/18, including integrated budget with community input: - Draft plan prepared for exhibition - Final plan adopted	31 March 2017 30 June 2017	Group Manager Strategic Planning Group Manager Finance	Smart services Shared vision Rates maintained	A high level presentation of the draft 17/18 budget will be presented to the LRAC at the March 2017 meeting. The high level principals of how the budget has been built and top priorities will be presented along with the approach to an integrated 2017/18 Fees and Charges.

Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2017
2.8	Harmonise fees and charges	30-Jun-17	Group Manager Finance	Robust governance	Fees and charges that are statutory or where there is a low difference between legacy fees are being prioritised for integration. The principles for this approach to Fees and Charges will be presented, with the Draft 2017-18 Budget to LRAC in March.
2.9	Complete analysis and modelling to support preparation of a delivery program and resourcing strategy to underpin the Community Strategic Plan	30-Sep-17	Deputy General Manager Assets and Environment	Robust governance Smart services Involved communities	Not yet commenced
2.10	Prepare a draft Community Strategic Plan for consideration of the new Council	30-Sep-17	Group Manager Strategic Planning	Shared vision Smart services	Statement of Vision and Priorities endorsed by Council for community review on 6 December 2016. Feedback closes on 8 February 2017. Development of the new Community Strategic Plan is a Corporate Priority Project (Stream 2). A high-level process has been developed and an internal briefing document will be circulated shortly for Leadership Group input. We are awaiting the appointment of the Group Manager, Strategic Planning to initiate broader discussions however development of the issues paper has already commended and will involve cross-organisational collaboration. The Statement of Vision and Priorities has been included an as agenda item for the first Strategic Reference Group meetings. The SRGs will be one of several key stakeholders contributing to the development of the CSP process and Plan, itself.

Data, Information and Knowledge
Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2017
3.1	Finalise due diligence activities: - Service continuity - Financial - Legal - Procurement - Workforce - Governance - Systems	26-May-16	Project Action Teams under the guidance of the Transition Implementation group	Robust governance	Completed
3.2	Document existing service levels	20-May-16	Director responsible for delivery of the service	Smart services	Completed
3.3	Implement tracking system for quantified and unquantified benefits of service integration and improvements	30-Jun-16	Director Innovation and Strategy and Director, Corporate Services	Expected benefit	Completed

Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2017
~~3.4~~	Develop ICT integration strategy: - Engage consultant to develop ICT systems integration roadmap - Finalise roadmap including prioritisation of projects and costings	15 July 2016 30 September 2016	~~Director, Innovation and Strategy and Director, Corporate Services~~	Smart services Easy to do business	This action has been superseded by 3.4a (see below).
3.4a	Implement TechOne solution in three stages	1 July 2017 1 January 2018 1 July 2018	Deputy General Manager Finance and Administration	Smart services Easy to do business Robust governance	Project Manager engaged in late January. Pre-design work currently in progress to ensure solution architecture is suitable for Inner West Council.
3.5	Develop digital services strategy (e-business), including resourcing	31-Oct-16	Group Manager, Integration, Customer Service and Business Excellence	Smart services Easy to do business	Strategy remains a long-term priority and will be developed as part of service integration work over next twelve months, facilitated by the website development and customer services integration work. This action is contingent upon Action 3.4a (TechOne Implementation). Opportunities for ebusiness are dependent upon TechOne processes (currently under in design review stage) and their integration with Council’s website. Progress on this action will be subsequent to the role out of key modules for TechOne.
3.6	Consolidate organisational registers, such as Crown land, leases and licences etc.	30-Sep-16	Group Manager Properties, Major Building Projects and Facilities	Robust governance	Propose to amend timeframe for this action to September 2017. This work will be completed as part of service integration program.
3.7	Prepare audited financial statements for the former Ashfield, Leichhardt and Marrickville Councils	31-Dec-16	Director, Corporate Services	Robust governance	Completed
3.8	Bring together the Local Environmental Plans administratively into a single document	31-Dec-16	Group Manager Strategic Planning	Robust governance	Completed. The three LEPs have been administratively brought together, on a dedicated page on the innerwest.nsw.gov.au website, with links to the three sets of maps and written documents (legislation).As flagged previously, there are major variations across the LEPs. Developing a LEP for the Inner West LGA will be a medium-term project and priority for the newly elected Council, due to its complexity and need for broad community engagement.

People and Culture
Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2017
4.1	Review and continue to implement interim staff communications plan, including early and accurate information about employment arrangements	13-May-16	Transition Implementation Group with support from the Communications Team	Engaged staff	Completed
4.2	Document existing employment arrangements and conditions	13-May-16	Workforce Planning Project Action Team	Robust governance	Completed
4.3	Develop approach to managing vacancies	30-Jun-16	Director, Corporate Services	Smart services	Completed
4.4	Prepare medium term staff communication and engagement plan	30-Jun-16	Director, Innovation and Strategy	Engaged staff	Completed
4.5	Establish Inner West Staff Consultative Committee to support workplace change	30-Jun-16	Director, Corporate Services	Engaged staff	Completed
4.6	Adopt and communicate an interim suite of corporate policies, including: - Media protocols - Code of Conduct - Code of Meeting Practice - Internal notification/escalation protocol - Staff delegations	30-Jun-16	Director, Corporate Services	Robust governance	Completed
4.7	Complete a benchmark culture audit	31-Jul-16	Director, Innovation and Strategy with Culture Project Action Team	Engaged staff	Completed
4.8	Scope and commence implementing an organisational values project	30-Jun-16	Director, Innovation and Strategy with Culture Project Action Team	Engaged staff	Completed. From eight workshops with 330 staff from across Council, a shortlist of potential values was created: · Team spirit · Collaboration · Bold · Innovation · Integrity · Respect · Creativity · Accountability · Fun · Flexibility · Diversity A voting process was held in December with over 750 staff indicated their top three values. Results are anticipated to be presented to staff in February 2017.
4.9	Identify process and timing for moving to new salary structure	31-Jul-16	Group Manager Human Resources	Robust governance	Identified as a Corporate Priority Project, under the Integration and Transformatoin Plan. Initial project scoping undertaken in late 2017 and awaiting commencement of new Group Manager – Human Resources for project approval.

Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2017
4.10	Develop a 2016/17 training plan to equip staff with the skills and support needed to continue to embrace change and to encourage high performance and innovation	31-Jul-16	Group Manager Human Resources	Smart services Engaged staff	Delivery is ongoing. In addition to the High Performance Leadership Program, for Group Managers, transition-related training delivered in December and January included: - Applying for jobs - Work Health and Safety - Approaches to conflict - Project Management - Resume writing - Self-management (MBTI)
4.11	Integrate pools of casual staff	31-Jul-16	Director, Corporate Services	Engaged staff Smart services	Completed
4.12	Develop and adopt new organisational structure based on contemporary organisational design principles: - Interim structure - Final structure	10-Jun-2016 31-Dec-2016	All Group Managers	Smart services Robust governance Expected benefits Engaged staff	Newly appointed Group Managers are currently developing their organisational structure with input from staff. As a minimum, a structure down to Manager level (level 4) will be completed for all Service Units by March, with many Service Units aiming to determine their full structure.
4.13	Commence recruitment to new organisational structure	13-Jan-17	All Group Managers	Smart services Engaged staff	Group Managers (Level 3) appointed in December 2016. Three roles required external recruitment (Human Resources, Strategic Planning and ICT) – this recruitment process is close to completion with all three roles expected to be filled by early February 2017. Group Managers commenced consultations with staff regarding the structure of their respective Service Units in December 2016. This consultation will continue during January and February 2017. Draft structures are expected to go to the Joint Consultative Committee in March 2017, with appointments to Level 4 and below rolling out subsequently.
4.14	Develop new salary structure and contemporary employment framework, including talent management and reward and recognition	30-Jun-17	Group Manager Human Resources	Expected benefits Engaged staff	Linked to Action 4.9. Project Plan under development.
4.15	Repeat organisation wide pulse survey	31-Mar-17	Director, Innovation and Strategy	Engaged staff	Completed. Results are expected in early February.
4.16	Implement new workers compensation arrangements	30-Jun-17	Director, Corporate Services	Robust governance	Completed

Customer and Community Focus
Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2016
5.1	Review and continue to implement interim community communications plan	13-May-16	Administrator/General Manager with support from the Communications Team	Involved communities	Completed
5.2	Undertake community communication and engagement on: - Statement of vision and priorities - Input to priorities for the Stronger Communities Fund - Input into capital works projects - Consistent plans and policies in key operational areas 2017/18 Operational Plan and budget - Draft Community Strategic Plan - Service reviews - 2017 election	From July 2016 in accordance with detailed community engagement plans	Group Manager Communications, Engagement and Events	Involved communities Easy to do business	Implementation ongoing. From 1 December to 22 January, there were eight engagements open and 8100 visits to the online portal. Of these, three significant engagement processes were opened for an extended consultation period to accommodate the holiday period: · Statement of Vision and Priorities (12 December 2016 to 8 February 2017) · Draft Affordable Housing Policy (16 December 2016 to 15 February 2017) · Homelessness Policy on Public Exhibition from 14 December to 30 January 2017 A number of locally based projects were also open for an extended period, including improving footpaths in Enmore/Newtown and the Stanmore draft parking strategy. Council has continued to promote consultation opportunities on the Department of Planning’s proposal to rezone land in Lords Road, Leichhardt.
5.3	Implement smart service improvements including:
5.3.1	Rates payments at all customer service centres	19-May-16	Director, Corporate Services	Smart services Easy to do business Expected benefits	Completed
5.3.2	Consolidated LGA wide community grants program	31-Jul-16	Director, Community Services	Smart services Easy to do business Expected benefits	Completed
5.3.3	Expansion of the e-waste service across the LGA	31-Jul-16	Director, Public Works	Smart services Easy to do business Expected benefits	Completed
5.3.4	New drop off points for library books in all customer service centres	31-Jul-16	Director, Community Services	Smart services Easy to do business Expected benefits	Completed
5.3.5	Expansion of the online community engagement portal across whole new LGA	31-May-16	Director, Innovation and Strategy	Smart services Easy to do business Expected benefits	Completed
5.3.6	Expansion of the e-newsletter across whole LGA	31-May-16	Director, Innovation and Strategy	Smart services Easy to do business Expected benefits	Completed

Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2016
5.3.7	Integrating child-care waiting lists	31-Aug-16	Group Manager Children and Family Services	Smart services Easy to do business Expected benefits	This work will be undertaken as part of integration projects for Children’s Services. Recommend amending action timeframe to 31 December 2017 to reflect this approach.
5.3.8	Review of after-hours contact service	31-Aug-16	Group Manager Customer Service	Smart services Easy to do business Expected benefits	This review will be prioritised along with other service integration projects for Customer Service. The timing of the review is best to coincide with the integration and co-location of one IWC call centre in order to consolidate the three current after hours services.
5.3.9	Consolidated LGA wide events program	31-Jul-16	Director, Community Services	Smart services Easy to do business Expected benefits	Completed
5.4	Establish and implement a new visual identity: - New logo - Interim web skin - Advertising - E-newsletter - Corporate stationery	12 May 2016 12 May 2016 17 May 2016 31 May 2016 Progressive from 12 May 2016	Director, Innovation and Strategy	Identifiable Council	Completed
5.5	New website with improved functionality	31-Mar-17	Group Manager Communications, Engagement and Events	Smart services Easy to do business Identifiable Council	Website redevelopment has advanced, with online community consultation completed in December 2016. The scoping document has been finalised and a stakeholder list compiled. A Citizen’s Panel has been compiled to provide targeted customer feedback in the next phase of development. Content compilation is continuing.
5.6	Determine successful projects under Stronger Communities Fund and develop three year program	31-Dec-16	Administrator	Smart services Robust governance Expected benefits Involved communities	Completed
5.7	Provide regular updates on local projects and services	Ongoing	Group Manager Communications, Engagement and Events	Expected benefits Involved communities	Ongoing as part of regular communications. Activity for December and up to 22January included: - Distributing the December community newsletter - 6 IWC columns - 21 media releases - 3 e-newsletters - 65 social media posts, with a 33% increase in followers since June 2016.
5.8	Report to Council on the outcomes of the service reviews and associated recommendations to link to the Delivery Program planning	30-Sep-17	All Group Managers	Smart services Easy to do business Expected benefits	Not a current action.

Innovation, Creativity and Improvement
Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2016
6.1	Establish the Integration and Innovation Team to support implementation of the new Council	30-Jun-16	Director, Innovation and Strategy	Smart services Engaged staff Expected benefits	Completed
6.2	Prepare new community engagement framework to encourage democratic participation on key issues and strategic priorities	30-Sep-16	Group Manager, Communications, Engagement and Events	Involved communities	Process for developing framework has been mapped and will go to the Leadership Group for review and endorsement. The draft framework will then be presented to Council for an extensively promoted period of community review. The framework, and its development process, is based on best practice principles and builds on the legacy councils’ strong community engagement practices.
6.3	Develop a service review methodology, resourcing and delivery program	30-Sep-16	Group Manager Integration, Customer Service and Business Excellence	Smart services Expected benefits	Preliminary service reviews will be undertaken by Group Managers as part of their Service Unit integration. The opportunity to work with other newly merged councils on scoping a service review methodology is currently being explored.
6.4	Conduct service reviews across the organisation with the aim of improving the efficiency and effectiveness of the services provided by Council. These reviews will be phased, targeted and will contribute to the realisation of benefits of the merger	From September 2016 onwards	Group Manager Integration, Customer Service and Business Excellence	Smart services Expected benefits	Service integration to be the primary focus in 2017. Phase 2 service reviews will come later. Recommend amending action timeframe to from September 2017 onwards.
6.5	Develop internal capability, tools and frameworks in business analysis	30-Sep-16	Group Manager Integration, Customer Service and Business Excellence	Smart services Expected benefits	Ongoing implementation. Integration Team has been established with a Service Integration Manager, Project Manager, Business Analysts (2) and a Change and Integration Project Officer. Team has begun rolling out integration templates including project plan and business case development across Council, and providing support for their use. Training is planned for February 2017 in the Business Excellence framework to increase internal capability with 20 staff participating. Additional training in business improvement processes planned for next quarter.
6.6	Develop accommodation strategy for co-location of key business areas to improve efficient and effective service delivery	31-Oct-16	Group Manager Properties, Major Building Projects and Facilities	Robust governance Smart services	Initial preparatory work, including assessing capacity of various sites, undertaken during December and January. Principles for determining co-location decisions have been developed by Leadership Group, prior to commencing staff consultation.
6.7	Conduct targeted reviews of key strategic areas of council’s business e.g. property, fleet and the commercial business units.	31-Dec-16	Group Managers Procurement and Fleet; Property, Major Projects and Facilities, with Group Manager Integration, Customer Service and Business Excellence	Smart services Robust governance Expected benefits	Ongoing. This work will be driven by the Group Managers, as part of their service integration work. Initial scoping underway for review of property holdings to inform long-term staff accommodation strategy.
6.8	Establish ongoing funding for innovation and business improvement projects	31-Dec-16	Director, Innovation and Strategy and Director, Corporate Services	Smart services Robust governance Expected benefits Easy to do business	Completed. Business excellence function has been established in the new organisational structure.

Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2016
6.9	Develop an Innovation Strategy, including benchmark audit	31-Mar-17	Director, Innovation and Strategy	Smart services Engaged staff Expected benefits	Action no longer relevant. In the new organisational structure, innovation is driven is a decentralised environment lead by Group Managers. The Business Excellence team will co-ordinate and support this work through the corporate plan.
6.10	Implement service review outcomes across the Organisation	From March 2017	All Group Managers	Smart services Engaged staff Expected benefits	Not a current action
6.11	Develop an integrated and multidisciplinary approach to asset management and infrastructure planning	30-Jun-17	Deputy General Manager Assets and Environment	Robust governance Expected benefits Smart services	Asset management system will be provided by the TechOne solution. Work has commenced to review this system. Asset management is a shared responsibility across a number of Group Managers’ units and a framework for a consistent and multidisciplinary approach will be developed with the Leadership Group to support informed decision-making and planning.

Success and Sustainability
Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2016
7.1	Develop internal capacity to influence and partner with State Government on regional infrastructure and strategic priorities	Immediate and ongoing	All Group Managers	Robust governance Expected benefits Shared vision	Ongoing Council has proposed that the State Government convert residual lands not used for WestConnex into public parklands and other facilities. This includes suggesting the creation of park and bike lanes on residual land around the St Peters interchange and Victoria Rd, Rozelle and opportunities for affordable housing on land acquired for the Haberfield Portal construction. Council is currently waiting for a response from the State Government.
7.2	Execute funding agreement with NSW Government for merger implementation funds	10-Jun-16	General Manager	Robust governance	Completed
7.3	Identify annual forward program of significant procurements to realise potential savings from economies of scale	31-Jul-16	Group Manager Procurement and Fleet	Smart services Easy to do business Expected benefits	Spend analysis has been completed against existing procurement data so as to inform initial forward plan for 2017/18. This includes identification of opportunities where, due to consolidation, tenders or Request for Quotation processes may be utilised with savings anticipated as a result of economies of scale. Engagement with Group Managers is underway to finalise the 2017/18 Procurement Plan.
7.4	Develop a capital expenditure project control group	31-Jul-16	Director, Major Projects and Engineering and Director, Public Works	Robust Governance	Completed
7.5	Develop and publish a suite of new service performance targets	31-Jul-16	Group Manager Integration, Customer Service and Business Excellence	Smart services Expected benefits Robust governance	Development of service performance targets dependent upon integration of services. High level targets established through the Merger Implementation Strategic Goals (presented at December IAG meeting). Recommend amending timeframe to 31 August 2017 to reflect critical dependency of integration work.
7.6	Tracking and reporting costs/benefits of the merger implementation	31-Jul-16	Director, Corporate Services	Smart services Easy to do business Expected benefits Robust governance	Completed
7.7	Identify local benefits of new Council Incorporate local benefits, with actions into Integration and Innovation Plan	30 September 2016 31 December 2016	Director, Innovation and Strategy	Smart services Easy to do business Expected benefits	Completed
Action No.	Action	Timeframe	Responsible Person	Key Result Area	February update – as at 25 January 2016
7.8	Establish continuous improvement framework and embed outcomes of service review program into operational planning	31-Mar-17	Group Manager Integration, Customer Service and Business Excellence	Robust governance Smart services Engaged staff	Australian Business Excellence Framework is Council’s chosen continuous improvement framework. Training planned in February to build internal capability with framework.
7.9	Monitor and report progress on delivery against the Integration and Innovation Plan	Monthly via reports to Implementation Advisory Group	Group Manager Integration, Customer Service and Business Excellence	Expected benefits	Ongoing and in progress
7.10	Review Integration and Innovation Plan to focus on second year of the Council	30-Jun-17	Group Manager Integration, Customer Service and Business Excellence	Expected benefits	Not a current action.