Agenda of Implementation Advisory Group

Implementation Advisory Group

3 August 2017

Minutes of Implementation Advisory Group Meeting
held on 6 July 2017

Meeting commenced at pm

The meeting commenced at xxxpm.

Members:	· Lucille McKenna OAM	· Alex Lofts
	· Darcy Byrne	· Vera-Ann Hannaford
	· Sam Iskandar	· Rosana Tyler
Other Attendees:
· Richard Pearson, Administrator · Rik Hart, Interim General Manager · Peter Gainsford, Deputy General Manager Assets and Environment · Michael Tzimoulas, Deputy General Manager Chief Financial and Administration Officer · John Warburton, Deputy General Manager Community and Engagement · Nellette Kettle, Group Manager Integration, Customer Service and Business Excellence · Ian Naylor, Manager Governance and Administration · Rad Miladinovic, Coordinator Governance and Administration (Minute Taker)

1. Welcome by Administrator

2. Acknowledgement of Country

3. Apologies: Lucille McKenna

4. Disclosures of Interest: Nil

5. Election of Chairperson: Vera-Ann Hannaford

6. Confirmation of Minutes: Lofts / Hannaford

THAT the Minutes of the Implementation Advisory Group held on Thursday, 8 June 2017 be confirmed.

7. Staff Reports:

IAG0717 Item 1 INTEGRATION AND INNOVATION PLAN - MONTHLY UPDATE

RECOMMENDATION

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

8. Briefing: Ashfield Pool: outcomes of community consultation on options for pool design

The briefing was received and noted.

9. Briefing: Internal Ombudsman: proposal for shared services agreement with Parramatta and Cumberland Councils.

The briefing was received and noted.

10. Briefing: Transition to Elected Council

The briefing was received and noted.

Meeting closed at 9.00pm.

Item No: IAG0817 Item 1

Subject: INTEGRATION AND INNOVATION PLAN - MONTHLY UPDATE

File Ref: 17/6012/84881.17

Prepared By: Nellette Kettle - Group Manager Integration, Customer Service and Business Excellence

Authorised By: Rik Hart - Interim General Manager

SUMMARY

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 (iPlan), and progress in relation to key strategic projects/activities.

RECOMMENDATION

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.

CURRENT STATUS

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 and Transformation Program has continued to gain momentum throughout the organisation, with 190 projects in scope spread over a 5 year delivery period across three streams:

· Stream 1: TechnologyOne Implementation – a suite of corporate applications with the potential to streamline the way we work

· Stream 2: Corporate Priority Projects – critical projects affecting all areas of Council (e.g. Website Development, Organisational Restructure)

· Stream 3: Service Unit Integration Projects – critical projects that are focussed on integrating and improving the operations of each individual Service Unit

A total of 14 projects of ranging complexity have been successfully delivered to-date under the program, with 85 projects currently in progress.

Below are some recent achievements under the program:

Project	Launched	Project Summary
Community Engagement Framework	June 2017	A new and consolidated Community Engagement Framework and Policy has been adopted by Council, providing guidelines and principles to govern Council’s engagement with the community. The development of a staff toolkit to support this framework will commence in the coming weeks.
Consolidated Procurement Policies and Procedures	July 2017	A consolidated procurement process has been developed and implemented for Council, including associated policies that are aligned to the new TechnologyOne platform to ensure consistency across the organisation.
Interim Customer Service Performance Metrics	June 2017	A consistent set of interim baseline performance targets and measures have been established for the Customer Service function as well as a standard interim reporting template for Customer Service performance across the three service centres.
Interim Recruitment Process Consolidation	April 2017	All service centres now use a common eRecruitment platform. The Human Resources area has been working on continued fine tuning of workflows and reporting.
Spend Analysis	June 2017	A preliminary spend analysis has been completed to review the scale and types of procurement being undertaken across each of the new service units. Through this analysis, opportunities for savings have been identified by combining common requirements into consolidated Request For Quotation contract packages.

Risk and Audit Activities

The new Risk Management Policy, Procedure and Framework was adopted by the Leadership Team in July. Structured facilitated work continuing through July has resulted in a completed IWC Risk Register and identified treatment plans for the high level risks across all of Council’s Service Units.

The EOI process to appoint a third community member to the Audit, Risk and Improvement Committee has produced strong community interest. Following the appointment to this Committee position, the first meeting agenda will be finalised in consultation with the Chairperson.

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:

Project

Design and build of new integrated active directory

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 phases include:

· 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

The Ashfield and Leichhardt mailboxes have been migrated to the new IWC domain as part of Milestone 3.

Standardised telephone system – Skype for Business

The new Skype for Business platform has been rolled out to all staff at the Petersham Service centre. Staff from Ashfield and Leichhardt service centres are also being migrated to the Skype for Business platform as part of the co-location program.

The Touch Point call centre system was deployed for Customer Service at the Petersham Service Centre with Ashfield and Leichhardt service centres scheduled to be migrated shortly.

Access to business applications (former councils)

The Remote Access solution has been deployed across all the service centres. New account creation and cross site testing is currently underway.

Integrated IT Service Desk

The new service desk has been deployed and is used by ICT. The team is currently finetuning key processes such as Incident, Change and Release management.

The Service Desk Manager is also establishing reports to monitor the service desk statistics and service levels.

Infrastructure Current State Assessment

The ICT team has defined the key projects and agreed on a schedule for the first half of this financial year. Scoping is currently underway so cost estimates can be developed for approval.

Key projects for this financial year include:

· ICT Service Delivery

o Review and introduction of new ITIL based Service Delivery framework

o Consolidate ICT service contracts

· Technology solutions to facilitate collaboration and mobility

o Standardise WiFi access

o Standardise audio and video conferencing in meeting rooms

· Delivery of modern end user computing environment

o Develop new windows 10 and Office 2016 Standard operating environment (SOE)

· Consolidation, standardisation and modernisation of data centre platforms

o Create new IWC Citrix environment

o Create new IWC Virtual server environment

TechnologyOne implementation

The TechnologyOne project is the single largest integration project spanning two years.

The immediate focus for the project team has been delivery of Release 1 (Finance and Supply Chain) which commenced in production from Monday 3 July 2017.

This release enables Council to establish and maintain a consolidated set of financial ledgers and chart of accounts for the 2017/18 financial year. Similarly, the supply chain module provides a consolidated procurement and stores function for all procurement.

The “go live” process commenced on 3July and is expected to be completed by the end of July. At the time of writing this report, the following tasks had been completed:

· Consolidated financial ledgers established

· Migration of data from legacy systems:

· User security set-up

· End user training delivered to approximately 300 staff

The following actions are in progress:

· Finalisation of payroll, property and supplier invoices interfaces

· End user support

The following actions are yet to commence:

· Development of additional reports

Given the timeframe available for implementation, the many organisational changes underway and dependencies on other key projects, the cut-over has progressed reasonably well.

Detailed planning for Releases 2 and 3 will commence in early August following a settling in period for Release 1 and handover to ICT operations for on-going support.

· Release 2 includes: Human Resources & Payroll, Budget, Performance Planning, Business Intelligence (Dashboards), Contract Management and Quotations

· Release 3 includes: Enterprise Asset Management, Capital Project Delivery and Strategic Asset Management

Community Strategic Plan Development

The CSP project remains on track and a draft will be presented to the incoming Council for consideration and determination of next steps.

The community engagement campaign, Creating Our Inner West 2036, which launched via the Your Say Inner West site on 19 May, concluded on 17 July. The household wide survey was delivered in June. Surveys were made available in five community languages online and at community events. The survey asked people to identify what makes the Inner West unique, and what one “big idea” they wished to share. It also tested the interim vision (developed as part of the Statement of Vision and Priorities earlier this year), and helped to identify opportunities and longer term community goals. People were also invited to make a submission on the Issues Paper. At the time of writing this progress report over 2,800 surveys had been processed. Targeted youth engagement was also undertaken along with a “Futuring Inner West” creative workshop, which involved representatives of the creative/arts community. Collation and analysis of feedback is still in train with a view to undertaking staff workshops in August.

Preparations for Transition to Elected Council

Council has commenced executing the communication plan for the election with advertisements in local papers and messages on social media. A letter to all registered voters is being developed. Street banners and signs have been ordered for placement across the LGA. Nine (9) people attended the first Candidate Information Session held at Leichhardt and Council’s hotline for election enquiries has received 30 calls in the last week. Council has received approximately 35 applications for Non-Residential enrolments, with applications closing on 31 July.

The NSW Electoral Commission has appointed Ray Pozatto, a very experienced election official as the Returning Officer for the IWC election. Ray has commenced preparations for the election including publishing polling places and attending the Candidate Information Session. Council’s Manager Civic and Executive Support is working closely with Ray to ensure a successful election.

Post-election, planning has commenced in relation to Councillor induction and support requirements. Further information will be communicated as these plans are progressed. Planning for an effective governance framework for the elected council is in train. Council adopted an Expenses and Facilities Policy for Councillors and Remuneration for the Mayor and Councillors at its July Meeting. These reports are the first stages in establishing this governance framework for a smooth transition to the elected Council in September.

Key Dates

31 July	Close of Residential Roll Close of Non-Residential Roll Nominations for Candidates Open
9 August	Nominations for Candidates Close
28 August	Pre-Poll opens
9 September	Election Day
11 September	Return of Postal Votes Closes

Work continues on developing the governance protocols for the Elected Council and meetings framework. The Draft Code of Meeting Practice was placed on public exhibition for six weeks, closing on 25 July in accordance with legislative requirements. During the exhibition period Council received 7 submissions. A detailed report on the submissions received will be presented to the first Ordinary Meeting of the Council.

Organisation Structure Update

Roll out of the permanent organisational structure is a continuing priority.

82 new positions were advertised during July, consisting of:

· Environment and Sustainability – Level 5 – 11 positions

· Roads, Footpaths & Stormwater – Level 5 – 21 positions

· ICT – level 5 - 3 positions

· Integration, Customer Service and Business Excellence – level 6 – 28.96 positions

· Library Services – level 5 - 8 positions

· Procurement and Fleet – level 5 - 4 positions

· Properties, Major Building Projects and Facilities – level 5 – 6 positions

The total number of positions advertised since March was 194 at the time of writing this report. The total number of positons filled to date is 46, with the remaining positions at various stages in the recruitment process.

Team Co-location

The co-location project has been in the planning stages since December 2016 with moves commencing in June and at the time of reporting more than 300 (about half) of all administrative staff moves are now complete.

The logistics of the moves that occur predominantly over the weekend are a complex mix of packing, record management, ICT system moves, physical movement of computers, staff belongings and portable office furniture followed by unpacking and reconfiguration. Since starting in June, each week the relocation team have become more and more efficient as a result of the rapid learning curve they have encountered. Both the relocation team and staff are reporting that moves are being completed more smoothly with less disruption, and that any issues are being resolved quickly and efficiently. This has been particularly critical given the timing of operational issues including the end of financial year and the first release of Technology One for Finance and Supply Chain, both of which have occurred with minimal disruption to service delivery.

This project been a huge and ambitious undertaking, but already positive feedback is coming through to support and justify the upheaval. Staff have been busy organising welcoming morning teas and meet and greet events and getting to know the rest of their team. By the end of August it is hoped that all administrative centre based teams will be co-located.

To date, the following teams have been moved either in full or partially:

· Strategic Planning (Ashfield)

· Communications, Engagement and Events (Leichhardt)

· Integration and Customer Service (Petersham)

· DA & Regulatory Services (Leichhardt)

· Sustainability (Petersham)

· Roads, Traffic and Streetscape (St Peters)

· Major Projects, Properties (Leichhardt)

· Finance (Petersham)

· Governance (Petersham)

· Fleet and Procurement (St Peters)

· HR (Leichhardt)

· Parks, Trees and Sportfields (St Peters)

The network of Moving Champions has been a very useful vehicle for communicating the requirements of staff moving, liaising with the relocation team and distributing relocation materials and boxes. Staff have also been provided with extensive updates in the weekly newsletter along with Moving Information Packs just prior to relocating. The Moving Packs provide useful information on the new site layouts, transport, safety and local information.

The WHS team continues to play an integral role within this project, completing inspections and reporting extensively on the WHS assessment of new work areas as well as building the new network of Fire and Safety Officers and communicating this to staff.

Building works to accommodate the relocation of teams is continuing including works being recently completed at Petersham Ground Floor for Customer Service and Integration and a small number of meeting rooms and offices being dismantled at Leichhardt to accommodate more open plan areas. Other works include the installation of new security swipe card readers at Leichhardt and Ashfield. These are being progressively installed and again by the end of August it is hoped all staff will have access across all sites with a single security tag.

The co-location and consolidation of depot operations is still in the planning stages at time of reporting with options for truck movements and DA conditions still being explored. It is hoped that a solution will shortly be reached.

Community Engagement

Strategic Reference Groups

Three of the SRGs met during July, as follows:

Environment and Sustainability - June 1 and June 29

The Group participated in two workshops on the topics of Urban Ecology and Climate Change Mitigation and Adaptation. Both workshops were preceded by workbooks, specifically prepared for the workshop participants, identifying current state data, context and strategic direction for each topic. The members and other participants expressed high levels of satisfaction in their evaluations of the workbooks and the workshops. The resultant strategic statements from the workshops make an informed contribution from the group to the Draft Community Strategic Plan.

Economic Development – 5 July 2017

The Group has meet five times to date and has conducted one planning session. Members are interested in contributing to a range of plans and policies that support the local economy.

Agenda items at the July meeting included:

· Outdoor Dining - information on a 12 month embargo on outdoor dining fees across the whole LGA. The three former councils each had different arrangements. The embargo will provide time for council to align policies on footpath usage. The Group was advised that they and businesses will be consulted on the development of a new policy.

· Sydenham Creative Hub - update on the planning proposal for the Sydenham Creative Hub and invitation to provide feedback. The proposed changes to the current planning controls for the precinct should enhance economic growth in the area.

· Draft Central District Plan - overview of the draft Central District Plan along with details of the issues raised by Council in its submission to the State government.

· Victoria Road Precinct - information on the planning proposal for the Victoria Road Precinct in Marrickville was discussed relating to aspects of economic development.

· Sydenham to Bankstown Urban Renewal Strategy - update on the revised Sydenham to Bankstown Urban Renewal Strategy.

· Free WiFi - update on free WiFi available in a few key business zones was provided. Members were advised this service now offers businesses a platform to create an AD Splash Page to help attract new customers.

Transport – 5 July

Two presentations were delivered to the Group and were followed by discussion. The first presentation was on the recently released Parramatta Road Public Transport Opportunities Study and how a new form of public transport identified during the study has the potential to transform the Parramatta Road corridor in tandem with other urban realm opportunities.

The second presentation was on the King Street Gateway, a concept currently under development which aims to prevent additional traffic congestion from the new M5 leading to permanent clearways along King Street whilst transforming Sydney Park Road and sections of the Princes Highway and re-connecting Sydney Park with the growing suburbs of St Peters and Ashmore.

Corporate Intranet

Council will be launching a new intranet site in early August. It will provide a productivity tool that streamlines the flow of information and enables interactive and collaborative work practice.

The new intranet will bring a critical change to the way Council communicates and interacts internally. Full implementation of the intranet will offer a new way of working. This requires teams to be in place and the completion of the integration process. As Council is not at this stage yet, the intranet will be launching in two phases:

Phase 1: Intranet light – communication portal (August)

Phase 2: Full Intranet capability

The full capability of the intranet will deliver:

• A shared portal for internal broadcast and interactive communications

• Powerful people search – user populated skills, personal attributes

• Entry point connector to corporate systems such as TechnologyOne, Ladder, Scout

• Knowledge hub of team activity and unit/team shopfronts or promotional spaces

• Collaborative team and project workspaces

• Document management system - active document sharing, editing and storage linked to TechnologyOne

• Access via any device at anytime/anywhere

• Social Network System – notification, chat, newsfeed, share and comment functionality and dedicated social sites

• Instant survey/feedback capability

Phase 1 will deliver:

• Launch on computer log-in

• Portal to broadcast up-to-date corporate information

• Allow staff to place announcements/social activities

• Promote internal engagement campaigns

• Promote upcoming events

• Advertise job vacancies

• Link back to legacy intranets where corporate services have not yet been integrated

• De-centralised content management

An internal communications plan has been developed including a ‘how to’ video and roadshow presentations.

FINANCIAL IMPLICATIONS

Nil.

OTHER STAFF COMMENTS

Information to inform this report has been drawn from relevant staff across the organisation.

PUBLIC CONSULTATION

This report is published on the Council website.

CONCLUSION

This is the final report to the IAG on the Integration and Innovation Plan. Substantial progress has been made on the implementation of key integration projects and in building an integrated organisation and culture.

With the wrapping up of the initial phase of the merger, the Integration and Innovation Plan will now be retired and any outstanding activities incorporated into business and usual operational planning and reporting under the IP&R suite. A total of 190 integration projects are currently underway or planned as part of the centrally managed Integration and Transformation Program. Progress in relation to these projects will continue to be reported on a monthly basis to the Leadership Team. The majority of these projects will conclude in the next 12 months.

ATTACHMENTS

1.⇩

i-Plan Status Report as at 27 July 2017