Implementation Advisory Group
8 June 2017
1 Welcome by Administrator
2 Acknowledgement of Country
of Interest (Section 451 of the Local Government Act
and Council’s Code of Conduct)
5 Election of Chairperson
6 Minutes of Previous Meeting Page
Minutes of 4 May 2017 Implementation Advisory Group 3
7 Staff Reports
8 Briefing: Ashfield Pool
- Outcomes of community consultation on options for pool design
9 Briefing: Internal Ombudsman
- Proposal for shared services agreement with Parramatta and
10 Briefing: Transition to Elected Council
Implementation Advisory Group
8 June 2017
Meeting commenced at 6.31pm
Members: Alex Lofts Vera-Ann Hannaford
Darcy Byrne Rosana Tyler
· Richard Pearson , Administrator
· Rik Hart, Interim General Manager
· Peter Gainsford, Deputy General Manager Assets and Environment
· John Warburton, Deputy General Manager Community and Engagement
· Michael Tzimoulas, Deputy General Manager Chief Financial and Administration Officer
· Tanya Whitmarsh, Group Manager Governance
· Nellette Kettle, Group Manager Integration, Customer Service and Business Excellence
· Jennifer Anderson, Governance Officer (Minute Taker)
1. Welcome by Administrator
2. Acknowledgement of Country
3. Apologies: Lucille McKenna OAM;
4. Disclosures of Interest: Nil
5. Election of Chairperson: Alex Lofts
6. Confirmation of Minutes: Iskandar/Hannaford
That the Minutes of the Implementation Advisory Group held on Thursday, 6 April 2017 be confirmed.
IAG0517 Item 1 Integration and Innovation Plan - Monthly Update
THAT the report be received and noted.
Briefing – Code of Meeting Practice
The Group Manager Governance gave a briefing on the Code of Meeting Practice.
The briefing was received and noted.
Briefing - Investment Policy
The Deputy General Manager, Chief Financial and Administration Officer, gave a briefing on the Investment Policy.
The briefing was received and noted.
Meeting closed at 7.55pm.
Implementation Advisory Group
8 June 2017
Subject: Integration and Innovation Plan - Monthly update
File Ref: 17/6012/55147.17
Prepared By: Nellette Kettle - Group Manager Integration, Customer Service and Business Excellence
Authorised By: Rik Hart - Interim General Manager
This report provides the IAG with a progress report on the merger implementation, including a high level summary of progress against the actions in the Integration and Innovation Plan (i-Plan) and progress in relation to key strategy projects/activities.
THAT the report be received and noted and the IAG provide any feedback.
The Integration and Innovation Plan (-iPlan) outlines the key projects to establish the Inner West Council in preparation for the return of the elected Council.
Progress against the actions in the iPlan is reported in Attachment 1. Key status highlights appear below.
Service integration: Integration and Transformation Program
The Integration Team has developed a Project Management Framework suitable for the rollout of the Integration & Transformation Program, based on two industry-standard methodologies (PRINCE2 and PMBOK). This includes the configuration of Project Server as an online toolkit to compliment the framework. The key benefit for the organisation will be controlled delivery of all integration projects, with a well-governed approach to ensuring the timely delivery of quality integration outcomes. This framework and toolkit has been endorsed by the Leadership Team.
In addition, the Integration Team has established Partnership Agreements with each Group Manager to reflect the program’s decentralised model for project delivery, reinforcing the partnership model and setting the foundation for joint accountability for integration outcomes across the organisation.
The project framework encompasses all of the following elements.
In the past month, approximately 20 projects have been on-boarded across the three streams of integration projects, with the relevant Project Leads being trained on the framework and toolkit. An additional 27 projects have provided their progress report directly to the PMO for incorporation into the reporting tool. These projects will be formally on-boarded within the coming months.
It is anticipated that once Level 4 Managers have been appointed as part of the current recruitment that the majority of the remaining ‘Phase 1’ projects will be on-boarded, thus enabling the organisation to have a centralised, holistic view of its transformation journey in one central place.
Below is a snapshot of current progress updates for some integration projects. Updates on other key projects are featured in detail throughout the report:
Council’s consolidated intranet will first be a soft launch as a centralised communications portal by June-July, in line with the relocation of staff. A full rollout of the intranet is expected to occur by September 2017.
Council has introduced its corporate values of Flexibility, Integrity, Respect and Spirit of Team (FIRST). The project team is currently writing a report to the Leadership Team with recommendations on how to embed these values into our culture.
Consolidated Asset Database and Asset Management Process
Jeff Roorda and Associates (JRA) currently performing asset health check. Asset information also being provided to JRA for revaluation to compare to 12 May 2016 valuation.
Forward Procurement Plan
Draft forward procurement plan is continuing to be updated with data from individual service units as 2017/18 programming is confirmed. Group Managers have visibility on overlap of purchasing and resourcing needs in order to identify opportunities to consolidate and realise potential savings.
Risk and Audit activities
With the appointment of a new project resource, work has progressed implementing the audit and risk requirements for the Council. All three former councils were in various positions in implementing these requirements and we will leverage some of this information to minimise the impacts on the teams.
Effective risk management has been set as a key integration priority. One of the key steps is finalising the appointment of the independent members to the Risk and Audit Committee. The Committee consists of 3 independent external members, council leadership, and key governance and risk management officers including the Internal Auditor, External Auditor and various staff who may have conducted internal assurance and compliance audits or whose expertise who may be required depending on the various risks and issues as and when they arise.
A high level list of requirements of the Committee is to provide oversight and ensure the below are in place and working well at Inner West Council:
· External Accountability
· Internal Audit
· External Audit
· Legislative Compliance
· Risk Management & Control Framework
· Insurance Program
A plan has been put in place in order to meet these requirements. An extract from this plan focusing on the next few months is summarised below:
As Is Review of Risk Management
· Review what the former councils had in place. Leverage what we can to promote efficiency
Establish the Audit & Risk Committee
· Finalise appointment of two former Risk Committee members who have responded to EOI’s to serve on new Audit & Risk Committee
· Continue search to fill one unresolved vacancy for an Independent Member of the Committee
· Communicate the agenda for the first meeting.
Risk Management Framework
· Communicate requirements from teams
· Develop and communicate Risk Management Policy
· Carryout discussions with Group Managers on risks
Produce the consolidated risk register for Inner West Council
· Summary document containing a list of risks with a risk assessment as advised by Group Managers
· Identification of any relevant controls
Further updates will be provided as the project progresses.
ICT systems integration and transformation
Systems integration and connectivity
The main ICT projects at present focus on the infrastructure enabling the co-location of teams and system access across sites. Following is a status update:
Communication links between sites – dark fibre connection
Complete and enabled
Design and build of new integrated active directory
Build 35% complete.
The Active Directory project is an overarching project that is expected to last for approximately the next 18 months. It is an enabling project in the sense that it does not deliver significant functionality on its own but instead provides the underlying requirements in order for other projects to occur.
The project itself is currently focused on enabling the following items:
· Milestone 1 – Establish Communication between the former Council environments (Complete)
· Milestone 2 – Enablement of the Standardised Telephone System project (In Progress)
· Milestone 3 – Provide a unified address book and email platform (In Progress)
· Milestone 4 – Enablement of the Intranet project
· Milestone 5 – Enablement of the Access to Business Applications project
Standardised telephone system – Skype for Business
Back end enablement – 70% complete.
Finalisation of the Skype for Business infrastructure is currently underway with functional testing set to commence in June. Back end implementation of the Touch-Point sub-project for Customer Service is set to begin shortly.
From a user perspective, Skype for Business will be progressively rolled out to staff in line with the co-location schedule, due to commence in June 2017. User training will be provided to all staff.
Access to business applications (former councils)
Once co-located, staff will be able to access the system they currently use from their former Council from anywhere.
As an interim measure prior to the completion of the consolidated desktop platform ICT has commenced a project that will enable cross service centre access to core applications. The “Remote Desktop Services” project will provide selected staff with a solution that can access any of the alternative former council’s systems despite the platform they are currently based on. Managers will be able to access data and systems or delegate tasks to staff without the restrictions of former council access.
By design the solution will be scalable to meet any level of demand and offer a high level of flexibility. This project is targeted for completion early June.
The TechnologyOne project is the single largest integration project spanning two years. The immediate focus for the project team is delivery of Release 1 (Finance and Supply Chain) for 3 July 2017.
The Financials module enables the organisation to establish and maintain the Ledgers and Chart of Accounts into which all financial transactions are posted and from which all financial reporting is performed.
Functions within the Financials module include:
- General Ledger
- Project Ledger
- Bank & Non-Bank Reconciliation
- BAS – Business Activity Statement
- Purchase Card Management
- Accounts Payable
- Accounts Receivable
The Supply Chain module enables the organisation to manage procurement, storage and issue of goods / services.
Functions within the Supply Chain module include:
- Procurement Functions:
o Supplier Management
o Quotations (Not available until Release 2)
o Contract Management (Not available until Release 2)
o Purchase Requisitions / Approvals
o Purchase Orders
o Invoice Matching
- Inventory Functions
o Store Requisitions / Approvals
o Stock Replenishment
o Stores Management
Financials and Supply Chain are enhanced by electronic workflows which provide a secure / auditable mechanism for capturing details (e.g. originator, approver) of all transactions.
With five weeks remaining until ‘go-live’ the following project milestones have been completed:
· Established Software as a Service environments for testing and training;
· Aligned Finance and Supply Chain business processes from each of the former councils into an Inner West Council process;
· Planned and commenced preparation for end user training;
· Confirmed the configuration of software for Release 1, including a small number of variations to standard OneCouncil;
· Commenced development of temporary interfaces between existing systems and OneCouncil;
· Performed data migration and consolidation of former Leichhardt and Marrickville systems; and
· Commenced data migration from former Ashfield system.
Key activities remaining through to go-live, include:
· Functional testing
· Interface and Integration testing
· End User Training Documentation
· End User Training Delivery
· Deliver remaining software environments, including ‘production’
· Final data migration
· Detailed cut-over planning and execution
The timeframe for implementation remains extremely tight and a number of other key projects / business as usual activities are planned for the same time period, which adds to the risk profile.
The project remains on track to go-live on Monday 3 July 2017, however this will require close co-ordination and support from all key stakeholders.
Integrated Bookings System
A diverse range of facilities and services exist within Council that can be booked both by internal and external users. The business processes and fee structures associated with facility and service bookings are equally diverse and complex and have evolved over time within the legacy councils across teams and work units.
To enable bookings, a number of bookings systems are currently in use. These legacy systems are of varying levels of sophistication, service and stages of useful life. An integrated approach to bookings, along with re-engineered processes and an online bookings management system are required, and will deliver long term efficiencies and improved levels of customer service. The Integrated Bookings System project has been included in Stream 2 (corporate priority projects) of the Integration and Transformation Program.
A number of options were presented to the Leadership Team to determine an agreed way forward to an integrated system. Key decision criteria included cost and time factors while benefits took into account existing bookings software assets and an ability to meet operational and business requirements into the future. The Leadership Team has determined to develop a System Specification document clearly outlining all user requirements to present to all existing booking software vendors for quotation.
Reflecting the broad range of services and facilities that may be booked internally and externally a wide stakeholder group has been identified. These stakeholders will collaborate and be consulted as part of developing the user requirements. Stakeholder meetings are currently underway and expected to be completed in June.
The following Service Units are being consulted under the specification development stage:
· Trees, Parks and Sports Fields
· Customer Service
· Environment and Sustainability
· Major Building Projects and Facilities
· Children and Family Services
· Library and History Services
· Community Services and Culture
· Communications, Engagement and Events
· TechnologyOne project team
· Footpaths, Roads, Traffic and Stormwater
· Development and Regulatory Services
A full specification document will be issued to vendors of systems under current licence to IWC, by the end of June 2017.
Promapp – Business Process Mapping
As reported to the IAG at its May 2017 meeting, the Leadership Team has endorsed an approach to establish the Australian Business Excellence Framework, as the Business Excellence program at Council. The commencement of Business Excellence at Inner West is a significant change project, operationally and culturally with the central themes being around effective, efficient and consistent service delivery. To enable this, a sound practice of understanding our business processes needs to be established throughout all Service Units. It is through this understanding, documenting and review of processes that leads to continuous improvement and business excellence.
Council has recently procured a business process mapping (BPM) tool, known as Promapp. Promapp is a leading product in BPM in use at a large number of councils across Australia and New Zealand, as well as in the private sector. Promapp will enable Service Units to document by flow chart all processes thus enabling better management of processes, leading to reduced administrative costs, improved service delivery and quality and increased customer satisfaction.
Process mapping strongly compliments many of the integration projects already underway and will be heavily used in preparing end user training documentation and manuals in the use of Technology One.
The current roadmap will see Council’s Integration Team lead the build and implementation of Promapp in June with a small pilot group of users established by early July, and with a broader implementation project and change/communications management plan developed in the coming weeks.
Customer Contact Centre Interactive Voice Response (IVR)
Critical to the establishment of a fully integrated Customer Service function is the consolidation of the three former contact centres onto a single call centre management system. Leveraging off the introduction of the standard telephone system (Skype for Business), Council has chosen to expand on the call centre management system used by former Marrickville, due to the fact that it is fully integrated with Council’s chosen telephony platform and is the most customisable of the three existing systems.
The new call centre management system, known as TouchPoint, will be accompanied by the launch of a new contact number for Council (02 9392 5000) whilst also enabling the existing contact numbers of the former councils to remain active for a period of time whilst customers are migrated across to the new number. TouchPoint will allow customers to be routed to a Customer Service Officer who is effectively skilled and trained to resolve their enquiry on that first contact wherever possible.
Configuration of TouchPoint is in its final stages with testing scheduled for mid-June and full launch, including the new Inner West Council contact number scheduled to coincide with the co-location of the customer service contact centre at Petersham in July.
Customer Service standards pilot
Across the Inner West Council, there are currently 976 service request categories in the three Customer Request Management Systems. Each service category has its own individual service standard, and across the 976 categories, the current service standards range from 1 day to 55 days.
The Leadership Team has recently endorsed the organisational target of 90% of customer requests completed within 10 days. Achieving this target is a substantial change management project and is dependent upon a range of factors, most notably efficient business processes and resourcing levels compared to the number of requests. It may take 12 months or more, for some Service Units to review their business processes and to make changes to improve both efficiency and customer experience. Furthermore, improving efficiency in some areas may also be tied to the implementation of improved systems, such as TechnologyOne and e-business initiatives.
A number of pilot projects aimed at improving customer response times are currently being initiated in the following areas:
· Environment and Sustainability
· Trees, Parks and Sports Fields
· Development Assessment and Regulatory (external planning)
· Customer Service
The Integration/Business Excellence Team will support these Group Managers, who have volunteered to be part of the pilots, to review current service standards/performance and business processes in order to improve responsiveness and customer experience.
Community Strategic Plan Development
The Community Strategic Plan (CSP) community engagement campaign, Creating Our Inner West 2036, launched via the Your Say Inner West site on 19 May.
In addition to an online survey, surveys are being posted to every household in the LGA. Surveys will be available in five community languages. The survey asks people to identify what makes the Inner West unique, and what one “big idea” they wish to share. It also tests the interim vision (developed as part of the Statement of Vision and Priorities earlier this year), and helps to identify opportunities and longer term community goals. People are invited to complete the survey and/or make a submission on the Issues Paper. Submissions are open until 9 July.
Additional and targeted engagement (e.g. with young people and Council’s Strategic Reference Groups) is also being undertaken as part of the broader community engagement program.
The CSP Project Team continues to meet fortnightly and the project remains on track for a draft to be delivered later this year. The draft will be presented to the incoming Council. The new Council will determine next steps including further engagement if desired.
Preparations for transition to elected Council
Governance staff have prepared a project plan and timeline for the upcoming local government election to achieve the following objectives:
1. To widely promote the council election amongst the community in multiple formats and languages
2. To provide information to candidates and voters that is accessible
3. To encourage diversity of candidates
4. To assist the NSW Electoral Commission in running a successful election
5. To prepare for successful onboarding of Councillors
The NSW Electoral Commission has advised that the Returning Officer will be appointed in mid-June, and will be occupying the former Centrelink premises in Marrickville. Staff are currently organising Candidate Briefing Sessions to inform prospective Councillors of the legal requirements in running for election and important information on becoming a councillor. Council’s website will be updated to provide the community with information on the Non-Residential Roll, nominating as a candidate, voting at the election and key dates.
Council staff are in the process of developing a comprehensive community engagement program utilising print media, social media and Council facilities to inform the community about nominating to become a councillor and voting in the election.
Preparations have also commenced to plan the first Council Meeting, the election of the Mayor and Deputy Mayor and on-boarding of Councillors. Further information will be provided as planning progresses.
Close of Residential Roll
Close of Non-Residential Roll
Nominations for Candidates Open
Nominations for Candidates Close
Return of Postal Votes Closes
Organisation Structure Update
Significant progress continues to be made on the gradual roll out of the permanent organisational structure. Structures for six Service Units were endorsed by the Joint Consultative Committee in May:
· Children & Family Services
o Level 4 = 2 jobs
o Level 5 = 3 jobs
o Level 6 = 1 job
· Community Services and Culture
o Level 4 = 4 jobs
· Environment & Sustainability
o Level 5 = 11 jobs
o Level 4 = 3 jobs
o Level 5 = 1 job
o Level 4 = 3 jobs
o Level 5 = 17 jobs
· Strategic Planning
o Level 4 = 4 jobs
A total of 72 permanent (Level 4 and below) jobs have been advertised since March.
Leadership and Culture
High Performance Leadership Program
Significant investment is being made in leadership development. Levels 1-3 staff (General Manager, Deputy GMs and Group Managers) completed a six month high performance leadership program in May. The program covered all aspects of leadership from self-leadership to leading teams and developing a high performance culture. Topics covered included: leadership vision linked to values and success without stress (including meditation, nutrition for wellness and balance). This is particularly effective leadership program for an organisation undergoing extensive change, emphasising that leaders cannot be effective at leading others, when they are not practicing self-leadership and taking good care of themselves.
The program will be rolled out to newly appointed level 4 managers commencing in late June.
Leadership Team retreat
Planning has underway for a 2 day leadership team retreat on 22 and 23 June. The retreat will focus on strategy development and team building.
General Manager / HR roadshows
Five General Manager/HR roadshows were held during May, covering the following topics:
• New permanent organisation structure and effects
• Interim salary system and organisation redesign process
• Job evaluation and salary setting
• Phase 1 and 2 internal recruitment and selection process, direct appointments
• Council’s finances
• Co-location – logistics and ICT issues
These sessions are held in various locations and are open to all staff, with approximately 180 staff attending the May roadshows.
Team Co-location Plan
One of the key early integration and transformation needs focused on the vital role that the co-location of teams would play in bringing the three former councils into one, not just in terms of physical workspace but also culturally and productively. Planning commenced for this major logistical operation in December 2016 and saw the establishment of a Relocation Strategy Team. As a result of this planning staff moves will shortly commence.
Physical moves will take place over three phases from early June to end August, with teams and dates for co-location in Phase one now confirmed. Phase one moves will occur throughout June, seeing all Rangers relocated into the recently refurbished demountable at Leichhardt, along with Parking Officers and Compliance staff moved to the Town Hall and administration building respectively at Leichhardt. Also in Phase one Parks/Trees staff will co-locate into the refurbished Durjali Room at St Peters Depot along with some small team moves (Integration, WestConnex, Records and Economic Development) on the ground floor of Petersham Admin Centre.
Co-location is recognised as an extremely sensitive project and having the potential for significant emotional impact for many staff. As such, consultation and communication has been of paramount importance throughout the planning and particularly now as the physical moves begin. Co-location has been featured as part of the HR Staff Roadshows and Staff Newsletters. Approximately 40 ‘Move Champions’ have been inducted to act as central points of contact for staff across teams and centres, and a series of working groups have been established within Service Units to collaboratively identify team needs to function effectively from day one in their new locations.
A three part series of Co-location Information Packs have been developed, guiding staff from early preparation through to their actual move day and providing practical and logistical information to assist them with their moves.
In addition to the refurbishment works at the Leichhardt Demountable and Durjali Room, a new security access system will be installed, providing all staff with new security access passes and seamless entry across sites.
The co-location plan has strong interdependencies with a number of ICT projects that will enable the move and integrated communications access across sites. Both the Active Directory (our common online phone/email directory) that enables staff to access systems, along with a new integrated telephone system (Skype for Business) will be rolled out in parallel to enable the staff relocations.
Consultation is continuing with depot staff, with the Relocation Strategy Team to develop a detailed plan for depots over the coming weeks.
Community Engagement Framework
The draft Community Engagement Framework was placed on public exhibition from 28 April to 28 May 2017. The public exhibition was promoted via:
· Placement of copies of Draft Framework and submission boxes at Council’s three Service Centres
· Placement of the Draft Framework and an electronic feedback form, on the ‘Your Say Inner West’ website
· Placement of information on Council’s website
· Placement of advertisement in the Inner West Courier
· Promotion in the Administrator’s Message in the Inner West Courier
· Promotion in the ‘Your Say Inner West’ e-newsletter
· Promotion in Council’s e-newsletter
· Promotion via social media
· Preparation and display of posters on Council’s community noticeboards
· Email to members of Strategic Reference Groups
· Email to staff and an electronic feedback form, via Survey Monkey.
During the exhibition 156 people clicked through to the project page on the Your Say Inner West site, 84 people downloaded the Draft Framework and 14 online submissions were made by the community. One additional submission was received by mail. Eleven submissions were received from staff via Survey Monkey. All submissions were supportive of the Draft Framework. Comments and suggestions for changes were made which will be analysed in full in preparation for adoption at the June Council meeting.
Strategic Reference Groups
Council’s interim Strategic Reference Groups continue to operate successfully, with input to a number of key projects or strategic matters to date.
During May, the following SRGs met:
Economic Development - 24 May
The Economic Development Strategic Reference Group held its fourth meeting on 24 May. A core function of this SRG is to provide strategic feedback into the development of policies, plans and strategies.
The SRG has established a working committee to prepare the Group’s formal submission on Priority 6 – Local Business and Industry of the new IWC Community Strategic Plan. The Committee is focused on high level goals and objectives that aim to support, attract and grow local businesses and optimise the economic potential of the whole LGA. The working committee finalised their submission at the meeting to be submitted to Council.
At the meeting the Group were also asked to provide feedback on the draft Community Engagement Framework and draft Mobile Food Vending Policy.
The group were presented with information on the Sydenham to Bankstown Urban Renewal Corridor Strategy (SBUR). The Group have requested that Council maintain communication with them regarding major developments including SBUR and Parramatta Road Corridor Urban Transformation (PRUTS) to determine impacts on local economy.
An overview of a Disability Employment Program was presented to the Group. The program aims to help people with disabilities increase their chances of gaining employment. The Group considered ways to link local businesses with people looking to work.
Transport – 3 May
The Transport SRG received a presentation on the purpose and engagement process for the Community Strategic Plan (CSP) with additional content specific to transport. This included an overview of all the proposed major traffic and transport projects in the Sydney metropolitan area to give the strategic context.
The SRG workshopped the four CSP key questions and chose the three main headline issues they considered important for inclusion in the CSP with corresponding KPIs. The SRG consists of a good cross section of the community with a professional / business mix.
The three headline issues selected were:
· 90% of school children travelling by sustainable modes of transport and less than 10% by private vehicle
· All developments to have Green Travel Plans
· No shared paths – define and adhere to only implementing best practice pedestrian and cycling infrastructure.
Environment – 11 May
The Environment SRG met on 11 May 2017 for a workshop on Resource Recovery – Planning for Our Waste Free Future. This workshop was the second of five scheduled, topic based workshops, all of which have the aim of enabling the SRG to make recommendations to Council regarding the content of the Community Strategic Plan. 14 Members of the SRG attended the workshops, along with three LRAC members.
The participants were led through a world café style workshop, which had the following objectives:
1. Work together to develop high level strategies towards a waste free future.
2. Develop measures of success/ indicators, against which our progress can be tracked.
A full outcomes report on the workshop is currently being developed for further feedback from the Group. In summary, the SRG has come up with actions and measures that fall within the following key themes:
· Empower the community to embrace avoidance, reuse and recycling
· Council lead by example
· Avoiding food waste
· Recovering resources to reduce waste to landfill
· Developing comprehensive extended producer responsibility
The SRG members are knowledgeable, working well together and actively participating in the workshop program. Attendance has been >80%.
Planning and Heritage – 18 May
The Planning and Heritage SRG also held a workshop on 18 May to discuss input to the Community Strategic Plan. A submission is now being prepared.
OTHER STAFF COMMENTS
Information to inform this report has been drawn from relevant staff across the organisation.
This report is published on the Council website.
Substantial process continues to be made on the implementation of key integration projects and the building of one, integrated organisation and culture.
i-Plan Status Report - June 2017