Develop an engagement Notify employees affected of program (which includes change Council's duty to notify) with Notify unions to which they key stakeholders regarding the belong introduction of structural Monthly staff update circular to change continue Continue staff consultation process via SCC I C Employees notified of change via staff 3 briefings held on 22nd and 25th June I C Unions notified of changes via correspondence sent 26th June O GM 2 separate circular updates distributed in July 3 circulars sent - 1 each in Aug, Sept and Oct O Ongoing Updates on progress provided at monthly meetings Staff briefings and circulars have centred around updates regarding 3 staff briefings on the org review the Service Delivery Reviews being progress and DGM appointments undertaken by staff. were held in Nov. In addition, 5 circulars were distributed to staff during the period. These were related to the appointment of the new DGM's, inviting staff feedback on the service and administration review, advising staff of the outcome of this review and a detailed response to staff questions submitted via the Staff Consultative Committee. Updates continue. A detailed Updates continue at SCC meetings. response to staff questions was published to all staff on 9 Nov. Develop and implement a recruitment strategy for the two Deputy General Manager positions Develop recruitment strategy I C Developed Create position descriptions I C Developed Create candidate information I C Developed packages Create advertisements I C Advertising commenced 11th August in a variety of media Determine selection process and create tools I C Selection process agreed; interview dates and Interviews conducted 8th, 12th locations scheduled; tools under development and 19th Oct Determine selection panel I GM C Awaiting election of new Council Panel agreed and convened. Interview process underway. DGM's commenced during Nov and Dec. 1
Align positions and people within new structure Identify staff significantly impacted Discuss changes with these staff and measures to mitigate effects I C Staff significantly affected have been identified, letters issued and one on one meetings held. I C Impact and measures to mitigate discussed and initial opportunities for lateral transfer, where possible, have been identified. Create position descriptions for new positions and conduct job evaluations S C New positions identified Position Description for Manager, Health and Building and Manager Community Wellbeing under development Position Description for Team Leader - Customer and Business Support being finalised. Position Descriptions for new roles are complete. Work continues on updating descriptions for existing roles where there has been some change. Confirm opportunities for lateral transfer with staff significantly affected or, in need, recruit to vacant positions I C Discussions have occurred; Vacant positions advised; Lateral transfers being adopted where appropriate; Transfer has occurred where possible. 2 management positions still subject to recruitment. Manager Health and Building and Mgr, Community Services (see above) Recruitment underway for Manager, Building and Regulation. Recruitment to commence shortly for Manager, Community Wellbeing. Recruitment for Manager, Community Wellbeing, Team Leader, Customer and Business Support and Payroll Specialist completed. (CONT) Align positions and people within new structure Identify positions requiring some change, modify position descriptions, conduct job evaluations Confirm in writing for all staff their role and reporting line I Positions identified Positions descriptions currently being modified I C 1. Revised Works structure implemented (excluding Workshop) - Works Coordinator and Works Supervisors confirmed (based on expressed preferences of those significantly impacted by change); 2nd Coordinator position currently being recruited to; all works staff have received letters confirming role and reporting line; 2. Reporting line for EA to GM and Mayor changed and recruitment completed; 3. Recruitment of new Organisational Development Advisor (Talent Acquisition and Development) completed; All full time and part time staff including those on contract have received letters. Position Descriptions have been updated for 4 management positions in addition to the development of position descriptions for the new management roles. Remainder work in progress. Work continues on updating descriptions for existing roles where there has been some change. Revise and confirm delegations for new roles S GM Under development Under development Delegations currently being developed. 2
Establish ongoing requirements for those roles currently filled by long term casuals or temps - prepare position descriptions, identify opportunities for lateral transfer or, in need, recruit S GM DGMs Work in this area is subject to the Work has commenced with new admin and customer service arrangments being put in place to review and the return of payroll inhouse. Admin and Customer customer service counter. Other remove casual coverage at the Service review is currently opportunities are still being underway. See below. pursued. Recruitment for Team Leader Customer and Business Support and Trainee position within this team have been finalised which will allow casual coverage to be reduced. Undertake review of administration and customer service function Undertake review of current customer service and administration roles; Undertake review of departmental administrative/service needs; Include incorporation of outlying service centres; S MGE Staff have been briefed; broad outcomes have been developed; resources to complete review currently being identified; Blackadder Associates have been engaged to complete this review. Process underway. Review findings imminent. During November a Discussion Paper was circulated to staff for comment. BA's final report was presented in December. The Executive Team have accepted the recommendations in the report including the establishment of a Customer and Business Services Centre. Work has commenced on implementing the recommendations from the report. New unit expected to be fully operational once recruitment to the vacant Team Leader (TL) and other positions are finalised. This is work in progress. Recruitment Trainee position within this team has been finalised and Recruitment of Team Leader nearing completion. Post review develop separate project implementation plan Post review incorporate any changes into position descriptions and undertake job evaluation S MGE NS To be developed post review. To be developed post review. Pending appointment of TL. Pending commencement of TL. S MGE NS Pending review Pending review Pending appointment of TL. Pending commencement of TL. Develop position description for team leader and recruit S MGE C Pending review Pending review Position description for Team Leader role has been finalised and recruitment process commenced. Recruitment for Team Leader nearing completion. Commencing mid May. Post review provide required staff training and development Develop a customer service charter S TLCBS NS Pending review Pending review Pending appointment of TL. Pending commencement of TL. S MGE NS Pending appointment of Manager Pending review Pending appointment of TL. Pending commencement of TL. 3
(CONT) Undertake review of administration and customer service function Review internal processes and identify opportunities to introduce best practice - Finance and Payroll - Dev Applications - Engineering - Asset Management - Management of Overtime - Project Management - Building Certification - Enforcement - Library Services - Document Management Establish central customer management system and provide training to all staff Develop information, systems and technology to support changes recommended by review Establish regular service performance reporting Establish communication protocols for committees and other community groups Introduce three way budget; Restructure budgeting process through: 1. organisational unit 2. natural account labour/plant/material/etc 3. program or activity e.g. road maintenance, DA processing Review Works related invoice management and payment M MGE Service requirements by department are being identified and collated for inclusion in central customer management system M MGE MITS Pending review Software stack for knowledge management system identified and scheduled with IT for installation; links to Customer Management System; M MGCE NS Pending review Pending review; links to Customer Management System; Pending review; Service requirements for each amended to medium term to allow department have now been consideration of review findings. agreed and have been implemented in the system. System enhancements are being developed for internal email requests. Training has commenced for key users with the intention that all staff will be trained in due course. Preferred platform and system agreed. Business processes and performance standards to be determined. S MCW Pending review Advisory committee structure Pending appointment of Manager reviewed and endorsed by Council. Community Wellbeing. Committee guidelines developed. M MF amended to medium term due to workload and task complexity as well as linkages to service review process. M MF MW Improvement process developed and will be reviewed to identify any further opportunities; amended to medium term to facilitate further review. Project brief finalised. Liason underway with preferred supplier. Review not yet commenced Pending commencement of TL. Intranet system is live, content is being added by editors, launched scheduled for May 2013 Pending commencement of TL. Manager Community Wellbeing recruitment has been finalised with end of May commencement date. ing given workload and task complexity Review delayed due to workload Implement committed costing M MF MW NS amended as this project links to three way budget review. Team established and time line developed. Testing completed - implementation planned for next few months 4
CONT FROM PREVIOUS PAGE Return Payroll in house S MF Project plan under development Transition plan developed. Issues identified to be addressed prior to moving forward. Permanent payroll position to be filled. Time line has been developed. Project plan tasks underway, plan to return in house in June 2013 Complete job analysis and review position descriptions for Accountant and Finance Manager M MF NS Process linked to admin and service review. amended to allow consideration of review findings. Process linked to admin and service review. amended to allow consideration of review findings. extended due to workloads Document Management: - review processes - establish correspondence response protocols - categories of correspondence, timeframes, exception reporting S MITS C Protocols (and associated workflows) introduced for: * Councillor Requests (10 days). This is used also for MP requests as well as Heads of Government Departments. * Resident Complaints (10 days); * Resident Requests (15 days); * External Organisation (response required) (15 days) Records Service Catalogue published internally. Exception reports manually generated from DataWorks data. Protocols now being used by ITS when tasking documents through ECM; exception report generated for GM fortnightly; exception report for DGMCC (Councillor Requests only) generated fortnightly. Workflows continuing to be used and reviewed Reduce DA processing time: - undertake process review - develop action plan Establish Engineering policies and DA standard engineering conditions - obtain policies and conditions of neighbouring councils - modify to meet Bellingen specific DCP requirements S MP DA processing Survey conducted Q1, 2012 Action plan under development Action Plan under development. S MAMD Work commenced. Aus-Spec documentation has been reviewed. Modifications to suit DCP in progress. Staff consultation conducted, results collated and draft circulated to key staff. Action plan under development. Modifications to Aus-Spec documentation to suit DCP in progress. Report to Council for adoption of revised standard engineering conditions proposed for Q2 2013. Action Plan under development. Modifications to Aus-Spec documentation to suit DCP in progress. Report to Council for adoption of revised standard engineering conditions is being prepared for consideration by Council at the June 2013 ordinary meeting. CONT FROM PREVIOUS PAGE Improve engineering lead times - develop actions to ensure time between design completion and commencement of construction is a minimum of 12 weeks M MAMD Initial discussions undertaken Project being scoped Work commenced. Work program needs are being reviewed and prioritised. Work program is prepared and progressing. Time frames being monitored. Work program is prepared and progressing. Time frames being monitored. 5
CONT FROM PREVIOUS PAGE Implementation Actions Improve engineering processes and services - provide training in letter and report writing - establish appropriate delegations Implement comprehensive asset management system - establish project plan and parameters - provision for expenditure to be made in the budget process Improve management of overtime - establish procedures and approval process - establish regular management reporting - undertake regular analysis of root cause - specifically review resourcing within Water and Waste Water O MAMD appointment of Deputy GM to review requirements S MAMD Initial scoping of available systems for suitability to Council needs has commenced. O DGMs Pre-approval processes and procedures have been established and communicated to outdoor staff. Weekly reports and analysis provided to GM and executive team. Further analysis to be undertalen by executive team. * Weekly reports and analysis continue. * Resourcing and roster options for water and waste water under discussion with Manager. Training delayed until recruitment to team vacancy finalised. Appropriate training courses being sourced. Delegations under review. Investigation of possible systems is being undertaken. Weekly reports and analysis of OT continue. Roster reviewed and improvements initiated by Manager, Water and Sewer. On line training courses have been sourced. Delegations under review. Asset Management system purchase on hold due to Independant Local Government Review Panel report. Resource sharing options to be discussed with neighbouring councils. Council endorsed Asset Management Policy and Strategy in May 2013. Draft Delivery Program and Operational Plan includes an action to review Council asset management plans including addressing condition assessment. Regular reports and analysis of OT and TIL ongoing. Leave accrual policy to be developed. Improve organisational performance and management of projects - research and assess relevant models e.g. ABEF - research and assess project planning and management methodologies M DGMs appointment of Deputy GM's Service Delivery Reviews currently being undertaken using specific framework provided by SmartGov and ACELG. Project management methodology in Works has recently been certified under 3rd party audit as part of R2 national pre-qualification. Service Delivery Reviews continue with good progress being made. Other models yet to be explored. Develop strategy to address competition in building certification - review existing Council models - determine best practice and process O MBR NS appointment of Manager. appointment of Manager Building and Regulation. delayed due to recruitment being placed on hold. CONT FROM PREVIOUS PAGE Address enforcement requirements - research best practice O MBR NS appointment of Manager. appointment of Manager Building and Regulation. delayed due to recruitment being placed on hold. 6
CONT FROM PREVIOUS PAGE Develop library strategy - develop operational management plan - develop service delivery plan and options M LIB appointment of Deputy GM. Currently covered under Clarence Regional Library draft strategic plan. Shire operational (action) plan will be developed once the strategic plan has been approved and Manager Community and Wellbeing appointed. Service delivery plan will cascade from this process. Clarence Regional Library draft strategic plan was adopted by Clarence Valley Council (executive council of CRL) in November 2012. Shire Librarian awaiting the appointment of Manager, Community and Wellbeing to develop Shire operational (action) plan. Update personnel systems with organisational change data - audit and update CivicView M PAYROLL Work commenced to update system. Work continues in this area. Work continues in this area. Establish review process to consider income generating ideas raised by SRG Develop and implement trainee/apprentice program M DGMs Work yet to be commenced; Appropriate to wait until DGM's in place; Explore trainee options S C Options have been identified and priorities established; funding to be determined; appointment of Deputy GM. Review process to be determined, however some of these ideas will be explored as part of the Service Delivery Review project currently underway. Many ideas/issues raised by SRG now part of Service Delivery Reviews. Establish priorities areas S GM CET agreed priority areas as Disability and Aged Support, Business Administration, Town and Parks, IT, Water and Sewer Additional priority areas have been identified including a mechanic apprentice, bridge construction trainee and a Library trainee. Other options continue to be reviewed and investigated. Develop a team building program Develop improved organisation communication processes Determine funding sources S GM Funding identified for Trainee Disability and Aged Support Worker and Business Administration Officer. IT and GIS are/have been hosting schoolbased trainees with no budget impact; O NS appointment of DGMs. O GM DGMs Staff briefings and monthly circulars in place. Plan to be formulated in conjunction with DGMs. appointment of DGMs. Staff Circulars regularly distributed. CET to further explore post appointment of DGM's. Business Administration trainee commenced in Feb 2013. Placement of trainee Disability and Aged Support trainee and Library trainee are in progress. Work to commence next quarter. Staff briefings and written updates continue to be provided. DGM's establishing localised communication forums. Library Trainee and Disability and Aged Support Trainee commenced. Proposal for Management Team accepted to commence May 2013. Options for wider staff group being explored. Initiatives continuing. Establish regular community survey process O DGMs Community Satisfaction Survey conducted Q1, 2012 Action Plans currently under development. Action Plans currently under development. Action Plans currently under development. 7
Implement the structural changes within the agreed Funding Strategy Complete Stage 2 of the Organisational Review Monitor one off implementation and recurrent costs; Develop indicators of measures of improvement and savings from new initiatives; Measure progress against indicators; Monitor repayment of any internal borrowings; Undertake a review to identify commercial ventures, alliances, strategic partnerships and/or outsourcing opportunities for Council's long term benefit S GM C Monitoring protocols being defined. Revised funding strategy reported to Council 7 November for endorsement. Monitoring processes established as well as holding accounts. S MF Indicators to be developed. Data currently being captured and monitored. Measures to be developed post appointment of DGMs. Monitoring undertaken by Fianance Section. Regular reporting to Executive Team Team established work underway to establish measures and track finances (see above). Financial data currently being captured and monitored. M MF NS See above. See above. Financial data currently being captured and monitored. M MF NS Repayments to be monitored Repayments to be monitored Repayments to be monitored through quarterly management through quarterly management through quarterly management reports. reports. reports. M GM To be addressed post implementation of Stage 1. To be addressed post implementation of Stage 1. Service Delivery Review Project underway with public pools and weeds management currently under review. Service review project continues with 2 new projects commenced relating to roads and bridge maintenance. 8