Review supporting material for additional tasks and actions

This spreadsheet contains all actions from all sub-functions sorted in stages. It can be used for overall project planning

Task Duration Start Finish Predecessors

STAGE ONE - example only. Individual LGs to populate in line with business needs.
Establish an overarching Transition Project Plan
Project management framework establishment
Governance structure confirmed
Project management resources allocated
Asset Management
Establish an Asset Management (AM) working group and commence project planning and timelines to 2015.
Collate and update all asset group information and data.
Identify all business systems and critical functions. Identify all contractual obligations.
Collate and update all AM related plans including AM
Improvement plans; AM Plans; policy; processes; major projects;
FCWP; maintenance; budget; specific asset related debt;
reporting; employees and structure; Plant and Equipment.
Business Systems
Document current state of business systems (ICT)
Establish a working group, project methodology and resource requirements.
Collate, map and document all business systems and critical
functions. Update inventory of software and hardware.
Collate and review all policies, procedures and related
documentation and plans. Identify all financial implications
including Cash Reserve (if applicable) and the Long Term
Financial Plan.
Identify legal / contractual obligations and barriers / risks.
Review and update current processes and data management
practices, including data naming conventions and staff roles.
Update database to reflect all Local Government asset groups.
Communications - Internal and External
Collate and review existing systems and processes, policy, standards and reporting
Develop internal and external communications plans
Community Consultation
Collate and review existing systems and processes.
Develop a community governance framework including a community consultation plan.
Prepare to engage community and staff immediately the
Governors Orders have been released (July/August 2014).
Community Development
Service Delivery Model
Establish a baseline assessment model and data.
Document method and impact of service delivery.
Prepare inventory of technology requirements.
Consider compliance requirements, pricing, equity and access.
Review asset, plant and equipment requirements.
Review reporting requirements – statutory, strategic, operational.
Review legal / contractual obligations and insurance requirements.
Levels of Service and Functionality
Define types of service levels (will be multiple types).
 Define key drivers.
Document baseline position and performance of current service.
Stakeholder Engagement
Identify all stakeholders and develop communications plan for all
groups i.e. staff, community, user groups, contractors etc.
Identify key areas and timelines for consultation.
Reassurance should be given to community groups that existing
programs will continue and any review will be part of normal
assessment process.
Community Services - Grant Funding (example only)
Undertake audit of all existing external funding agreements, including state and federal and/or private funding.
Identify funding terms and conditions focusing on commonalities and differences.
Seek input from funding bodies about process for the alignment of agreements.
Events Management
Identify all events ‘owned’ by the Local Government.
Identify funding models and event management model.
Customer Service
Customer Service Model

Collate all current customer service related material, charter,

policy or guidelines, processes, standards and guidelines.

Customer Service - Front line customer service Admin Building

Collate all current front line customer service related policy,
processes and guidelines. Identify all integration points across
the organisation i.e. with HR, IT, finance and budgets etc.
Collate all inter-departmental procedures, schedules and calendar of events i.e. rates, registrations.
Due Diligence
Establish a project plan and working group to oversee the due diligence process.
Map milestones and deadlines.
Ensure resources are allocated to key tasks.
Prepare due diligence report in readiness for Stage 2 and the announcement of the Governors Orders.
Environmental Mgmt - NRM
Identify and review all NRM related strategies and plans.
Gather and review better practice scenarios for the new entity.
NRM Friends Group
Communicate a clear statement emphasising the important and valued contribution of volunteers.
Climate Change
Develop integration links within the IPR Framework.
Identify and review all Sustainability and/or Environment Strategies or related plans.
Gather and develop better practice scenarios for the new entity.
Where climate change is not included in Sustainability and/or
Environment Strategies, consider the preparation of a Climate
Change policy as an alternative.
Refer to the two attached examples of effective Local Government
Sustainability/Environment Strategies that have climate change
considerations already incorporated (Vincent and Capel).
Carbon Management and Greenhouse Gas Emission
Collate, review and combine all relevant plans and information.
Update current Operational Carbon Management Policy/
Greenhouse Gas Reduction Strategy or consider the
development of a new strategy
Water Resource Mgmt - Waterwise Council
 WALGA is awaiting the outcomes of the Water Corp Review.
Once to hand, WALGA will review Local Government mergers and
their status in the Waterwise Council Program and identify
scenarios i.e. what happens when an endorsed council merges
with a non-endorsed council / or participating and non-
participating.
Local Biodiversity Strategy
Identify and document all current local biodiversity strategies. Identify unique place management issues
Financial Management
Significant Accounting Policies and Delegations
Ensure all existing policies are compliant with the Australian
Accounting Standards (AAS), and Local Government (Financial
Management) Regulations 1996.
Collate existing Delegated Authorities.
Accounting Practices
Consider what practices are needed to support Significant
Accounting Policies and the financial operations of the new entity.
Review the suitability of existing practices for the new entity.
Accounting Standards
Ensure compliance with the AAS and Local Government (Financial Management) Regulations 1996.
Annual Budget 2015/16
Collate current processes that inform the annual budget in line with the IPR Framework.
Summarise current reporting framework and reporting format.
Audit and Risk
Review results of internal audit reports for the past 2 years and
ensure that any issues relevant to the new entity are addressed
through improved processes / training.
Review current procedures, reporting and Terms of Reference (TOR) for Audit and Risk Committee.
Banking and Investment
Collate and review current systems and processes, policies, reporting and controls.
Loans and Debt
Summarise current state including loans, self-supporting loans, debt ratios and reporting mechanisms.
Collate all systems, processes and policies.
Business Entity, ABN and GST
If a new entity is created, a new ABN and GST Registration is
required. For FBT purposes a new TFN and FBT Registration is
required.
Capital Works
Collate and review capital management systems and software that exists in each entity.
Audit all works program. Assess the prioritisation process for capital works and prioritised works.
Assess whether capital works plans are consistent with the relevant asset management plans.
Cash Reserves
Collate and review Cash Reserves.
Identify any project specific allocations.
Chart of Accounts
Review the database structure and functionality of existing financial management systems.
Review the reporting process and the extent of reporting.
Commercial Enterprise and Major land transactions
Review all business cases, approvals etc. for each commercial enterprise
Creditors
Ensure database details are current.
Debtors
Review current debtors for doubtful and bad debts.
Ensure Debtors Module is reconciled to the General Ledger
Fees and Charges including Concessions, waivers and discounts
Collate all relevant information / businesses cases / Council
resolutions supporting concessions, waivers and discounts.
Grants
Audit the status of all grants administered to ensure that
milestones and reporting conditions have been complied with.
This should form part of the due diligence process.
Long Term Financial Plan
Collate all supporting information and strategies.
Rates and Rate Setting
Submit recommendations to the LGAB to enable the continued
application of differential rating currently imposed by the merging
entities.
Collate all current rating information including: methodology of
valuation, differential rating and purpose, special area rating,
refuse charges, installment charges, debt recovery, collection,
data and systems, processes
Financial Reporting
Collate all financial reports, processes and systems.
Trust Funds
Collate and review trust funds held, processes and reporting requirements
Business Unit Structure
Collate and update all position descriptions and business unit structure in preparation for structural review.
Annual report 2014/15
Document current process for the development of the Annual Report.
Governance
Update Policy Manual and supporting processes and material to reflect current state.
Develop an inventory of all existing processes that support policy
and/or update relevant process manuals and business operating
procedures.
Delegations
Update and collate an inventory of all delegations.
Compliance and Audit
Identify all compliance and audit processes and documents as required under the Act and Regulations.
Identify any outstanding matters from pervious audits / compliance checks.
Human Resource Management
Develop an overarching project plan. Allocate project resources and identify any budget implications
Business systems including payroll
Commence review of existing systems and system requirements.
Workforce Plan
Ensure workforce plan is up to date and captures current employee allocation.
Internal Communications
Develop and implement internal communications strategy
including all forms of communication channels i.e. intranet, face to
face, specific reform communications etc.
Review current EAP arrangements to ensure all employees have access to the service 7 days a week.
HR / ER / OD representation on all relevant internal working groups is confirmed.
Enterprise Agreement
Commence collation and review of industrial arrangements.
 Review current IR systems and processes.
PDs
Undertake a full review of all position descriptions to ensure an
accurate reflection of functions, responsibilities and delegations of
authority etc.
HR and Payroll databases are accurate.
Prepare to review and develop revised PD’s for the new entity once the new entity details are known.
Employment Contracts
All contracts reviewed and assessed.
Entitlements, benefits etc. identified.
Volunteers
Communicate a clear statement emphasising the important and valued contribution of volunteers.
Update volunteer register.
Training and Development
Commence mapping of current professional training and development programs.
Organisational Development
Develop an enterprise-wide change management strategy.
Engage all levels of management.
Determine current skill levels internally in relation to: change
management, culture change, leadership, problem solving,
emotional intelligence and other change skills and competencies.
Consider implementing employee engagement survey to
benchmark current level of engagement and track continuous
improvement.
Integrated Planning and Reporting
Identify current state and the existing IPR Framework and supporting processes and reporting requirements.
Collate the recent history of community consultation activities in
relation to the development of the SCP (will assist in
understanding strategic intent of SCP).
Collate all the informing documents for the CBP in readiness for review
Collate all services currently provided.
Ensure workforce plan is current
Leading and Managing Change
Change Management
Develop a Change Management Framework and assign responsibilities.
Establish the People and Culture Working Group (or similar entity
to drive the change process and employee engagement).
Engage and develop executive and management teams in leading change principles and practices.
Undertake a skills audit of employees in key change leadership
positions. Develop a training and development plan to support
staff.
People and Culture

Establish the People and Culture Working Group (or similar entity
to drive the change process and employee engagement).

Develop and implement the People and Culture Survey initiative.

Determine current and desired cultural attributes and risks.
Promote and encourage team building activities.
Management: CEO and Executive Team
Project Management
Establish and implement an overarching project plan to oversee the reform process.
Establish and activate key working groups with Terms of Reference (TOR).
 Confirm and communicate to the workforce the governance
framework including the relationship between Council, LIC,
metRIC and project director.
Develop and implement a change management plan.
Develop a risk management plan for the reform process.
Due Diligence
Develop a due diligence process that captures and documents the current state of the organisation.
Prepare a summary report that will inform the next stage of the
transition stage with the merging Local Government(s).
Governors Orders
EXAMPLE: Recommendations are submitted – Wards (s. 2.2(1)
(a) and 2.3(2) of the Act) and Consequential directions (LG Act s
9.62).
Marketing and Brand Management
Strategic Marketing
Collate and review all relevant marketing plans, processes and systems.
Prepare an inventory of all key events and activities.
Brand Management
Collate and review all relevant plans, processes and systems.
Link with relevant internal working groups.
Native Title
Await the outcomes of the new uniform strategy for the
management of Aboriginal cultural heritage (as a result of the
cessation of the Native Title Act 1993).
Organisational Structure - Interim
Review current organisational structure of merging entities.
Map all functions, staff and business units.

Review Strategic Community Plan and Corporate Business Plans

for strategic direction, key goals and objectives.

Ensure current organisation structure chart is current.

Ensure Workforce Plan is updated.
Procurement
Ensure all Local Governments have access to information and
technical support throughout the reform process.
Review and explore current procurement structure, numbers of staff, numbers of contracts and workflow.
Review systems and software and purchasing processes.
Draft a schedule outlining current policy and supporting documentation including Price Preference etc.
Administration to collect information relating to current
environment (procurement related directives of the current
Council).
Identify format of the current Tender Registers.
What training and support is currently delivered?
Are the Tender Registers used to just record information or to drive workflow?
Resources and Templates
Is best practice documentation in place?
What access and controls support the use of templates?
How often does a review of processes take place?
Review and map expiry date of contracts, suppliers to those contracts, and nature/importance of contracts
Ensure entry to new contracts contains clauses specific to
termination and transition with respect to Local Government
reform
Identify the contracts of most strategic importance
 Which of the contracts are of high value?
Which of the contracts are most complex to operate?
Which of the contracts have limited service providers in the market?
Are the model clauses provided by WALGA suitable?
Has context been provided within the procurement process?
Due Diligence
Is regular activity undertaken?
Are external agencies utilised to obtain credit ratings?
What measures are in place to identify and respond to suppliers encountering financial distress?
Review compliance (actual levels of insurance against contractual requirement).
Review insurance types and classifications by contract.
Are current competencies and training opportunities provided?
Compliance and Probity - Review current corporate documentation:
Code of conduct.
Purchasing policy.
Procurement plan documentation.
Declaration of interest and other disclosures.
Delegations register and structure.
Property Contracts and Capital
Confirm accuracy and completion of register.
Currency of valuations.
Condition assessment criteria.
Data and analysis from Asset Management system.
ICT Systems
Document current systems and technology platforms:
Type of system (hosted, local client).
Integration of systems.
Number of suppliers.
Length and renewal options of current contracts.
Test and refine audit processes and integrity of data.
Goods and Services Contracts
How many suppliers are there?
What systems and processes are in place to monitor and report compliance against KPIs?
What tracking mechanisms are in place to monitor inventories?
Property Management
Undertake audit of all leases, licenses, easements, management
orders and property. Ensure data is housed in a property register
and where applicable, on the asset register.
Collate, map and document all business systems and critical
functions and processes. Update inventory of software and
hardware currently utilised.
Collate all plans, policies, procedures and related documentation,
including the Long Term Financial Plan implications.
Undertake a full review of all position descriptions to ensure an
accurate reflection of functions, responsibilities and delegations of
authority etc.
Undertake preparatory planning with the aim to developing a
consolidated service delivery model that ensures services are
maintained during the transitional stages and allows for further
growth / changes.
Records Management
 Review current systems and requirements in preparation for amalgamation / adjusting boundary.
Document initial records transfer, retention and storage procedures.
Collate all policies, plans and processes including disaster management and vital records.
Reform Costs
Develop a data collection tool to capture reform related expenditure, cost savings, increase / decrease in levels of service and in-kind support.
Regional Councils and Entities

Review the principles and objectives of the Regional Council

Establishment Agreements and other controlled entities.

Associations, Partnerships, JVs and other collaborations

Collate all relevant information and documentation for review.
Regulations and Enforcement
Prepare an inventory of all Local Government’s local laws, last
review dates, compliance levels and any specific place
management matters.
Collate and review all reg and enforcement systems (including
ICT), processes, levels of service, documentation, methodologies,
assets and committees currently utilised.
Map all processes including records management processes.
Advise ICT business of current business systems and databases being used by Local Governments.
Risk Management
Emergency Management
Collate and review all existing Emergency Management Plans, governance and reporting structures.
OSH
Identify existing Health and Safety Management Systems and conduct a Gap Analysis.
Insurance
Identify all outstanding and impending claims.
Identify all current systems and processes including claims in preparation for full review.
Strategic, Operational and Project
Is the risk appetite and tolerance of the current organisation understood and documented?
Is there an up to date risk management policy in place that
provides the statement of intent regarding risk management?
Are there effective risk management frameworks, processes,
procedures, tools and templates to capture and report risk
information in place?
Are there appropriate and effective risk controls in place to manage the risk exposure of Strategic,
Identify Operational and Project risks
Engage service provider to assist with planning activities if needed.
Strategic and Statutory Planning
Commence an audit of the Strategic and Statutory planning frameworks.
Identify specific precinct or place management issues in relation
to the individual Local Governments Local Planning Scheme.
Building Permits and Certification
Collate and review all processes, levels of service, documentation, methodologies etc. for building services.
Map all processes including records management processes.
Advise ICT business unit of current business systems and databases being used by Local Governments.
Hertitage Provisions and Incentives
Collate information on heritage places and develop an inventory.
Service Delivery Model
Document current method and impact of service delivery.
Prepare inventory of technology requirements.
 Review asset, plant and equipment requirements.
Review reporting requirements – statutory, strategic and operational.
Review the current Workforce Plan and resource distribution.
Levels of Service and functionality
Define types of service levels (will be multiple types).
Document baseline position and performance of current service.
Define key drivers of service standards
Stakeholder Engagement

Identify all stakeholders and develop communications plan for all

groups i.e. staff, community, user groups, contractors etc.

Identify key milestones for consultation.

Waste Management
Community Education
Collate and review all waste education and communications currently provided / delivered.
Identify any current measurement and reporting of outcomes of the education and communication activities.
Events
Identify, collate and review the events currently provided, approved or supported.
Facilities
Collate and identify the range of facilities the Local Government is
currently responsible for (transfer station, depots, material
recovery facility, landfill).
Fees and Charges
Identify how waste management services are included in the
rating strategy (as a separate charge, partially separate charge
etc.).
Kerbside and Vergeside Collection
Collate and review all of the existing kerbside and verge side
collection services (this includes waste, recycling, organics, other
services)
Integrated Planning and Reporting
Identify internal waste management related planning and building approval processes.
Identify better practice systems for the new entity which includes
financial, planning and building approval processes.
Public Place
Collate and review the public place waste management options
currently in place or available (includes waste, recycling, organics,
other services).
Strategic
Collate and review all current Strategic and Operational Waste
Management Plans and correlating informing plans.
Identify membership of Regional Council’s (where applicable) and
the current strategic and operational commitments from the Local
Governments.

STAGE TWO - example only. Develop in partnership with merging local governments.
Asset Management
Data and Systems

Collate and review all asset group information and data from the
merging Local Governments. Convert to common format and
language for analysis. Advise ICT business unit of inventory of all
asset management systems.
 Compare and analyse all ‘current state’ business systems, critical
functions and contractual obligations. Identify disparate and
similar systems.
Identify and document preferred framework i.e. combined best
practice, future tasks and responsibilities, language, definitions
and processes.
Review priorities for achieving changeover day requirements.
Planning
Ensure all assets are protected and accurately valued.
Review all AM plans (in line with the Corporate Business Plans
and LTFP’s) and strategies including operational, maintenance
and renewal plans, plant/asset replacement etc.
Commence identification of significant / critical assets across all asset classes.
Consider levels of service, risk management, lifecycle
management, financial projections, review methodologies,
accounting practices, statutory and management reporting.
Identify possible asset disposal options.
Identify backlog.
Commence workforce planning requirements in line with proposed service delivery, structure and levels of service.
Review and update Asset Registers. Commence consolidation of
Registers in line with changes made as a result of boundary
changes / amalgamations.
Impact of Boundary Changes
Identify the impact of the boundary changes to existing (and
proposed) assets and liabilities and service provision. Develop an
Action Plan to address:
asset excision and ownership
asset related liabilities and debt
FCWP and LTFP
Employees
Developer contributions
Major projects
Contractors
Plant and Equipment
Identify impact to service delivery and standards and rationalisation options.
Business Systems
Future State

Compare and analyse all merging partners’ current state

information including all business systems and critical functions
and contractual obligations. Update inventory of software and
hardware. Identify disparate and similar systems.

Compare all policies, procedures and related documentation, plans including the Long Term Financial Plan.
Review overarching project plan, timelines and key tasks.
Determine priorities for achieving changeover day requirements.
Scope future state specifications and system design.
Explore procurement options (if applicable).
Commence preparation of revised policies, procedures and delegations.
Roman II
Compare systems and processes to determine the best future fit.
 Identify and document preferred framework i.e. combined best
practice, future tasks and responsibilities, language, definitions
and processes.
Changeover Day
In discussion with merging partner(s), establish an agreed position on the expectations and requirements for changeover day.

Develop a changeover plan and include communications and a

risk assessment. Can include areas such as: workforce and
morale, systems and process, accommodation/premises,
marketing collateral, service provision, after hours contact details
etc.

Communications Internal

Establish a working group with TOR. Develop a Communications

Framework and Plan for the new entity. This will be unique to
each entity due to size, resources and functionality and may
include all policy, process and systems, internal and external
communications, events, public relations, branding etc.

Continue to resource and drive internal communications.

Identify better practice processes across the merging Local

Governments and align strategies. Review all current systems
and processes, policy and reporting requirements. Address any
ICT systems issues.

In partnership with HR consider implementing an Employee

Survey to establish workforce engagement and employee morale
levels (refer to Function: Leading and Managing Change (People
and Culture) for example tool).

Collate survey responses, analyse, communicate and respond accordingly.

Ensure key reform milestones are supported by the internal communications plan.
Working with HR business unit, commence mapping of future business unit staffing and structural requirements.
Communications External
Audit communications processes for effectiveness.
Identify better practice and align strategies.
Link with key internal working groups where applicable. Support community consultation processes.
Working with HR business unit, commence mapping of future business unit staffing and structural requirements.
Community Consultation
Commence mapping consultation requirements across all
merging entities in line with the Stages of reform (Review,
Mobilise, and Implement).
Identify better practice and align strategies. Establish a standardised methodology.
Engage community and staff immediately the Governors Orders have been released.
Community Development
Service Delivery Model
Collate and prepare merging Local Government’s community
development activities and functions, staffing structure and
resources. Establish a baseline assessment model.
Establish comparable data – benchmark.
Undertake consultation.
Define services, functions etc. to be provided.
Define method and impact of service delivery.
Improve process, streamline and customer orientate.
Consider compliance requirements, pricing, equity and access.
Review technology requirements.
 Review asset, plant and equipment requirements.
Review reporting requirements – statutory, strategic, and operational.
Review legal / contractual obligations and insurance requirements.
Address governance issues and policy.
Undertake a risk assessment.
Review division / business unit structure and staffing requirements – address accommodation/premises issues.
Levels of Service and Functionality
Collate and compare current service standards from merging Local Governments.
Define types of service levels (will be multiple types).
Review fees and charges schedule.
Document baseline position and performance of current service.
Define key drivers.
Collate and review performance measures and key performance
indicators and reporting mechanisms / requirements (including
statutory).
Develop interim service and operational plans, processes and systems to support continuity of service provision.
Stakeholder Consultation
Ensure all stakeholders are identified and engaged.
Implement consultation and communications plans.
Community Service - Grant Funding Example only
Seek input from funding bodies about process for the alignment of agreements.

Develop draft funding agreements taking into consideration

mutually agreed objectives, levels of service / contracted hours
required, funding amount required, reporting requirements, time
frames and acquittal details.

Undertake consultation with stakeholders regarding draft funding agreements.

Liaise with finance departments to ensure integrated planning.
Events Management
Consolidate all events ‘owned’ by merging partners.
Identify funding models and event management model.
Establish a calendar of events.
Explore opportunities to consolidate events.
Consult with community/stakeholders when required.
Compare event management policy, process, fees and charges etc. Identify better practice opportunities.
Develop a risk management plan and insurance schedule.
Recreation Services - Example only
Review recreation facilities.
Review club development strategy.
Customer Service
Customer Service Model
Compare the existing approach and customer service models used by the merging partners.
Review the charter, policy or guidelines, systems, process,
standards and reporting requirements. Identify better practice
methodologies.

Through consultation with stakeholders, commence the mapping

and development of a consolidated customer service model
including processes, structure and staffing requirements.

Map business system requirements.

Frontline Customer Service - Administration Building

Compare and review the current front line customer service

related guidelines, standards and processes from the merging
Local Governments. Review all inter-departmental procedures.
Identify better practice and establish / revise the procedural
manual.

Prepare an inventory of all marketing collateral for re-branding.

Review complaint handling procedure.
Review site location requirements and customer traffic estimates – staffing for service.
Working in partnership with the HR team, commence mapping and design of business unit functions.
Due Diligence
In partnership with the merging Local Governments commence analysis of the current state. Map milestones and deadlines.
Finalise the Due Diligence Report for the LIC, Council and CEOs.
Impact of Boundary Change
Identify the impact of the boundary changes to existing (and
proposed) assets and liabilities and service provision. Develop an
Action Plan to address:
asset excision and ownership
asset related liabilities and debt
FCWP and LTFP
Employees
Developer contributions
Major projects
Contractors
Plant and Equipment
Identify impact to service delivery and standards and rationalisation options.
Establish a stakeholder engagement plan including developers (if applicable), contractors, legal team etc.
Commence negotiations regarding transfer of assets, P & E, etc.
Maintain records.
Environmental Management
NRM, Wildlife Enhancement, Catchment Management Plans
Consolidate strategies and plans and all associated policies (if applicable) and develop a new strategy / plan in line with SCP’s.
Extend strategy/ plan coverage area in line with new entity.
Friends Groups
Consolidate strategies and plans and all associated procedures (if applicable) and develop a new strategy / plan in line with SCP’s.
Develop and implement an induction program for volunteers and the Manual.
Climate Change
Develop integration links within the IPR Framework.
Identify and review all Sustainability and/or Environment Strategies or related plans.
Gather and develop better practice scenarios for the new entity.
Where climate change is not included in Sustainability and/or
Environment Strategies, consider the preparation of a Climate
Change policy as an alternative.

Refer to the two attached examples of effective Local Government

Sustainability/Environment Strategies that have climate change
considerations already incorporated.
Extend strategy/ plan coverage area in line with new entity.
Carbon Management and Greenhouse Gas
 Collate, review and combine all relevant plans and information.
Update current Operational Carbon Management Policy/
Greenhouse Gas Reduction Strategy or consider the
development of a new strategy.

Water Resource Management - Waterwise Council

Await the outcomes of the Water Corp Review:
Review council amalgamations and their status in the Waterwise Council Program.
Extend strategy/ plan coverage area in line with new entity.
Local Biodiversity Plan
Assess and prioritise all natural area management strategies and
objectives from all merging Local Governments. Identify gaps
and develop strategies.
Develop Private Landholder Incentives Strategies.
Integrate revised plans / priorities with key overarching land use plans.
Financial Management
Significant Accounting Policies and Delegations

Create a project team for the merging entities to drive the

development of the consolidated annual budget 2015/16 and the
review and development of a single set of policy, delegations,
procedural manuals in line with the AAS and compliance
requirements for the new entity.

Compare the policies of the merging entities and consider how

they can be aligned and transitioned into policies and delegations
for the new entity.
Identify accounting policies that may not be applied consistently. This can include:

Asset classes, depreciation rates, materiality, capitalisation

thresholds, valuation of assets, register of portable and attractive
items, methodology for valuing employee entitlements.

Draft policies for the new entity. Consider adopting model policies to assist with compliance to the Australian Accounting Standards.
Liaise with Auditors to ensure that the draft policies, procedures
and reporting are consistent with the Australian Accounting
Standards (refer to sub-function for examples)
Document all Delegations in a Delegation Register Index.
Create an Exercise of Delegated Authority form to document all delegations.
Accounting Practices
Compare and analyse the existing procedure manuals for each of the merging entities.
Consider opportunities to design better practice into the existing approach.
Accounting Standards
Compare and analyse the existing practices in place to support compliance with the standards.
Consider opportunities to design better practice into the existing approach.
Annual Budget 2015/16

Create a project team from the staff of the merging entities to

drive the development of the consolidated annual budget
2015/16, and the review and development of a single set of policy,
delegations, procedural manuals in line with the AAS and
compliance requirements for the new entity.

Analyse implications for the Financial Assistance Grant for the merging entities.
Establish a governance and integrity process for the new budget that includes CEOs, Directors, finance teams and the LIC.
Establish a working team with the ICT business unit to assess the financial reporting and system needs.
 Develop a model that will achieve the consolidation of the
merging partners budgets (this will vary across Local
Governments due to the new entity model i.e. boundary charges
vs amalgamation). Consider compiling separate budgets
extracted from the data of the merging Local Governments, and
from there, consolidate into an inaugural budget for the new
entity.

Consider all requirements of the IPR framework.

Audit and Risk
Develop an audit project plan to determine priorities and ensure
the audit requirements for the existing entities and the new entity
are met within the legislated timeframes.
Prepare a process for reviewing the current auditor contract.
Review the current Audit and Risk frameworks across the merging entities and commence consolidation.
Banking and Investment
Review and consider investment strategies in line with the LTFP.
Advise current financial institutions of impending changes.
Identify the impact of boundary changes on the investment loan portfolio.
Review investment opportunities and interest rates.
Determine banking solutions for the new entity.
Loans and Debt
Identify the impact of boundary changes on the loan portfolio. Address all asset and loan related implications.
Review debt ratios.
Contact all stakeholders (lenders and self-supporting loan debtors) to advise of changes.
Develop a new Lending Strategy in line with the draft LTFP and Corporate Business Plan.
Business entity, ABN and GST
Apply for new ABN and GST registration with Australian Taxation Office.
Apply for a Tax File Number (for FBT purposes) and apply for FBT Registration.
Capital Works
Identify the impact from boundary changes on the capital works plan and address accordingly.
Evaluate and recommend capital management systems and software.
Develop better practice systems and prioritisation processes for capital works planning and delivery.
Cash Reserves
Identify the impact from boundary changes on the reserves and address accordingly.
Collate and review merging entities Cash Reserves collectively.
Identify values, types and sources of reserves, objectives and legislation.
Review purpose of Reserves in order to consolidate.
Analyse options to combine objectives and funds.
Consider location based reserves.
Chart of Accounts
Establish a working team to oversee the development of a COA for the new entity.
Compare the existing COA to determine suitability for the new entity.
Consult with end users and managers to determine function and
capability i.e. controls, reporting requirements, overheads, activity
based costing.

Review ICT requirements with regard to better practice structures

for COA. Determine preferred solution and cost implications.
Progress approvals as per normal course of business and
exploration of procurement and existing contractual obligations.
Commercial enterprises and major land transactions
Obtain business cases, approvals etc. for each commercial enterprise / transaction within the merging entities.
Develop strategies to ensure the reform process does not have an adverse impact on these activities.
Review risk strategies and determine any residual issues.
Maintain communication with stakeholders.
Creditors
Collate and review existing suppliers. Check for duplicates, payment methods, ABN registration and age.
Ensure Supplier Statements are up to date and reconciled.
Review payment terms and options (EFT preferred) and contractual payment dates.
Review the process for processing invoices (i.e.: manual
approvals vs. automated/work flow approvals, officer dollar
approval limits).
Review Payment process.
Determine and register the number of account signatories
(Primary and Secondary) within the financial system and banking
requirements.
Advise suppliers of new changes to process or payment methods.
Debtors
Collate all relevant information / business cases supporting concessions, waivers and discounts from all merging entities.
Compare, review and consolidate current Fees and Charges Schedule. Review large anomalies.
Sort by Category and Amount. Review for GST compliance.
Determine any changes / additions as a result of the interim service delivery model and service provision.
Consider changes to fees and charges in line with actual cost recovery.
Fees and Charges
Collate all relevant information / business cases supporting concessions, waivers and discounts from all merging entities.
Compare, review and consolidate current Fees and Charges Schedule. Review large anomalies.
Sort by Category and Amount. Review for GST compliance.
Determine any changes / additions as a result of the interim service delivery model and service provision.
Consider changes to fees and charges in line with actual cost recovery.
Grants
Audit the status of all grants administered by the merging Local
Governments to ensure that milestones and reporting conditions
have been complied with.
Identify and escalate the impact of boundary changes on the grants portfolio. Address all implications.
Contact the grant provider/s to advise of the changes in regard to
the new entity and if this will impact on the terms and conditions of
any grants.
Review all grants administration processes including Council reporting and acquittals.
Develop a revised Grants framework for grants administration.
Long Term Financial Plan
Establish a working group to co-ordinate and develop the draft
LTFP for the new entity. Working group could also include rates
and rate setting in project scope.
Collate all supporting information and strategies from the merging partners.

Working with the merging entities, commence mapping the

requirements of the LTFP from the corporate business plans,
asset management plans, services plans (operational plans),
FCWP, rate setting strategy, revenue and debt strategy etc.

Review current processes and establish draft processes for the

new entity regarding the review and development of the LTFP in
the context of the IPR Framework.
 Review and update Asset Registers. Commence consolidation of
Registers in line with changes made as a result of boundary
changes / amalgamations.
Rates and Rate Setting
Establish a working group to co-ordinate and develop the draft
LTFP for the new entity. Working group could also include rates
and rate setting in project scope.

Collate and examine all current rating information including:

methodology of valuation; differential rating, objectives and
purpose; special area rating (SAR); refuse charges; installment
charges; debt recovery; collection; and data, systems and
processes.

Examine current SAR, differential rates and objectives. Assess the relevance to the new entity.
Review methodology for residential refuse charges.
Carry out an audit of all properties in the rate schedule to ensure valuations are up to date.
Review the rates billing processes, debt collection, management of databases and compliance levels.
Commence assessment of business systems and future requirements.
Financial Reporting
Compare all financial reports, processes and systems.
Consult with merging partners and staff and refer to industry
standards. Develop a draft reporting framework including the
Monthly Activity Statement.
Strive for a better practice reporting framework.
Integrate reporting with the IPR Framework and reporting requirements.
Trust Funds
Collate and review trust funds held in each entity.
Advise current financial institutions of impending changes.
Determine banking solutions and tailor investment strategies for the new entity.
Develop new Trust Register.
Review audit of trust accounts for existing entities.
Business Unit Structure
Collate and review all merging entities current staffing requirements, functions and responsibilities.
With the support of the HR team, commence mapping and
assessing the future business unit needs in line with the interim
organisation structure project.
Goverance
Policy
Collate and compare all policies and processes from merging Local Government. Identify similarities and differences.
Develop a standard policy and processes template.

Each business unit to review policies and develop a suite of key

policies to form a Draft Policy Manual (policies required by
legislation and recommended in DLGC Guidelines). Identify and
establish better practice. Complete review process for processes
and procedures.

Commence consultation processes.

Delegations
Each business unit is to collate a list of activities that can be delegated or where ‘acting through’ is appropriate.
Develop an Instrument of Delegation Template.
Commence drafting of the Delegations Manual.
Compliance and Audit
Identify all compliance and audit related activities within the merging Local Governments.
 Identify any outstanding matters from previous audits / compliance checks and any potential impact upon the new entity.
Consult with stakeholders to determine compliance and audit requirements, registers, processes, standards and reporting.
Review TOR for Audit and Risk Committee to ensure alignment.
Review current systems and develop better practice Compliance and Audit Framework.
Common Seal
Draft designs to be prepared for Council consideration.
Registered Designs, Business Names, Trademarks and IP
Collate and review existing registered entitlements and protections.
Identify any issues associated with shared entitlement.
Local Governments should consider ownership in intellectual property and prepare agreements as to future use and entitlement.
Develop an Action Plan to resolve any matters or legal requirements. Include outcomes in due diligence report.
Property Ownership
Collate and review existing property ownership details. Amend
transfer to other entity if required. Include outcomes in due
diligence report.
Memberships
Review the constitution and obligations of current and proposed membership organisations and determine membership suitability.
Advise any existing members of changes, contact details etc.
Prepare recommendations for renewal / continuity / cancellation
for the new entity.
Human Resource Management
Project Management
Undertake a regular review of the project plan to accommodate issues and risks identified.
Business Systems including Payroll
Identify critical functions.
Working with ICT / Business systems teams, review and plan for transition.
Workforce Plan
Collate and review all merging partners’ workforce plans.
Utilise information from the current workforce plans to support the development of the interim organisation structure.
Liaise with working group developing the interim service delivery model and interim organisation structure.
Internal Communications
Review effectiveness of communications.
Ensure timely updates.
EAP
Review current EAP arrangements to ensure all employees have access to the service 7 days a week.
Establish peer support program.
HRM Plans

Collate and review all merging partners strategic and operational

HRM Plans. Include Disability Access and Inclusion Plans, Equal
Employment Opportunity Management Plans and the Code of
Conduct.

Commence consolidation of all plans. Identify and include better practice.

Policy and Procedure
Prepare an inventory of all policy, procedures, authorisations and delegations.
Analyse and develop draft policies and procedures for
consultation taking into consideration all legislative requirements
and obligations.
Cost new policies and identify budget implications.
 Develop employee communications plan.
Commence consultation.
Prepare HRM policy and procedure manual for adoption in July/August 2015.
Workers Comp and Rehab
Establish a methodology to manage the merging of the WCR programs and actions plans.
Determine and document financial impact.
Outplacement Services
Engage service provider(s) to deliver outplacement services to employees; including:
Career counselling
Resume preparation, job application and interview techniques
Financial advice
Lifestyle/early retirement
Grievance Process
Collate and review all existing Grievance policy statements and applicable procedures
Develop an agreed grievance process. Communicate process and ensure all employees are aware of the process.
Uniforms
Establish a uniform working group. In partnership with Marketing
Dept (new logo), commence preparation for the new uniform
initiative (and good luck!).
Develop an implementation plan and identify priority positions for rebranding first (consider customer facing positions first).
Engage service provider for production of new uniforms.
Ensure all OSH uniform requirements are met.
Enterprise Agreement
Establish a working party to project manage the new agreement and implementation plan.
Identify parity and differences between existing agreements.
Engage stakeholders including employee representatives.
Commence consolidation process.
Industrial Relations
Develop a project plan to drive the development of a new industrial framework and Agreement for the new entity.
Include better practice systems and process for managing IR matters and procedures for the new entity.
Engage unions.
Employment Contracts
Collate and review all terms and conditions of individual contracts.
Identify deficiencies and necessary actions.
Identify contracts nearing expiring and develop necessary actions.
Volunteers
Establish transition and retention plan and processes. Explore local placement opportunities.
Prepare Volunteer Induction pack.
Job Security
Implement employee information sessions.
Develop effective two-communication pathways.
Job Roles and Responsibilities
Establish agreed processes for job design.
Review rosters.
Review existing organisation charts.
Identify occupational licensing arrangements.
 Prepare job specifications.
Map all positions including contracts to the interim service delivery model (when possible).
Identify new positions, prepare PD’s and classify positions as required.
Identify HR / ER impact of the interim service delivery model.
Labour Hire
Identify all employees who are employed through employment agencies on a ‘labour hire’ basis.
Determine ongoing need for labour hire workers.
Liaise with labour hire agencies to advise regarding requirements for their staff.
Disability Employment
Identify employees who are employed on the basis of supported wages.
Identify and contact any/all agencies supporting employees with disabilities.
Overseas Workers
Identify all overseas workers, their visa status and the term of their contracts.
Establish new working arrangements.
Undertake any requisite visa approval process with Dept. of Immigration & Border Control.
Placement and Redeployment
Develop a policy to guide all transition, placement and deployment obligations. Include relocation of workplace.
Document processes and timeframes for affected employees.
Commence consultation.
Organisation Structure - Interim
Establish framework for developing interim organisation structure including cross-functional working group.
Develop communications plan for Interim Organisation Structure project.
Commence job mapping process.
Review relevant Integrated Planning and Reporting documentation.
Entitlements and Benefits
Identify entitlements and benefits requiring harmonisation.
Develop policy and process including rationalisation of employee benefits i.e. use of Council vehicle.
Redundancy
Develop and communicate redundancy process.
Implement redundancy process.
Identify and consult with all affected employees.
Voluntary Separations
Establish policy, process and timeframes to: call for; assess; and implementing voluntary redundancies.
Identify affected employees and commence discussions.
Ensure EAP and outplacement services are accessible and promoted.
Casual and Temp employees
Establish transition plan and process. Explore local placement/job share opportunities.
Standardise documentation and contracts.
Identify possibility of loss of corporate knowledge.
Apprenticeships and Traineeships
Audit trainee, apprentice or cadetship schemes, contracts with external providers (such as a Group Training Scheme).
Training and Development

Develop an organisation training framework in readiness for the

finalisation of organisational systems, software and processes
and the necessary employee training required to operate and
/implement same.
 Identify skill gaps and develop new training programs. Identify
any technical re-training options and requirements as necessary.

Develop organisation induction / orientation program for employees

Organisational Development
Review all current OD Plans from the merging Local Governments and commence consolidation.
Develop a change management strategy to encapsulate all merging Local Governments. Establish consistent strategies and outcomes. Commence im
Consider implementing employee engagement survey to measure satisfaction levels and effectiveness of OD strategies.
Review change management skills and competencies and develop a training program to support key change leadership positions.
Performance Managment Framework
Review current performance management frameworks.
Develop a standardised framework including templates, processes, appraisals, corporate values etc.
Merge and diarise all employee appraisals.
Integrated Planning and reporting
Establish IPR implementation project plan.
Plan and document the IPR framework for the new entity.
Determine timeframes for establishing IPR processes and
systems (including business systems) for the new entity.
Determine internal capacity to implement IPR – resourcing and skill level.
Establish a risk management approach for the Local Government.
Establish integration links within the existing Local Governments to the new entity framework.
Develop and implement an internal communications strategy to keep employees informed.
Develop a SCP (or consolidate existing plans)
Collate and review all existing Strategic Community Plans. Identify relevant IPR frameworks and processes.

Determine internal capacity to review/develop a new SCP.

Consider the establishment of a SCP development project plan,
including key timeframes, desk top review options and community
consultation.

Identify areas of parity and difference and place management strategies.

Determine appropriate community consultation methodologies
Develop and implement an internal communications strategy to keep employees informed.
Develop a new or interim CBP
Establish a CBP development project plan, including key timeframes and responsibilities.
Collate and review all Local Government’s existing corporate business plans and informing plans.
Identify relevant IPR systems and processes.
Establish CBP inclusion/exclusion criteria.
Determine internal capacity to develop a new CBP – dedicated resources and skills.
Commence the development of the new CBP through IPR process linking to and integrating with the new Long Term Financial Plan.

Ensure linkages across the merging Local Governments with the

interim service delivery model, interim organisation structure,
workforce plan and annual budget (2014/15 and 2015/16).

Develop a Service or Operational Plan

Collate and review all current service plans. Identify areas of
parity and difference. Identify place management
services/functions. Establish inclusion/exclusion criteria.
Determine services to be delivered. (In line with the
development / review of the SCP and coordinated through the
development of the CBP). Audit for alignment to new CBP.
Establish service delivery and project plans.
 Ensure enterprise-wide integration across the merging Local Governments and with other Council functions.
Review, amend and include workforce plan strategies.
Align new plans with the interim organisation structure
Interim CEO
Determine actions
Leading and Managing Change
Change Management
Implement the Change Management Plan and change leadership capabilities.
Identify risk factors and determine business impact of change across all stages of transition. Modify strategies accordingly.
Continue to build capacity and capability in managing and leading change.
Support the involvement of staff wherever possible in service and delivery planning.
People and Culture
Build tools and resources to inform and engage staff and key stakeholders.
Establish baseline data and review processes.
Recognise and support achievement.
Carry out initial People and Culture Survey.
Identify different workplaces and workgroup cultures and adapt strategies accordingly.
Develop communication and information resources.
Establish peer support networks and commence engagement processes.
Develop cultural performance measures and monitor strategies.
Legal Proceedings

Prepare and maintain a register of all ongoing and potential legal

proceedings relating to the Local Government. Include current
and forecasted costs and potential impact of proceedings
(financial and other).

Maintain records. Ensure all legal files are up to date with all pleadings on record.
Include Legal Register in Due Diligence Report due end of Stage 1.
Marketing and Brand Managment
Strategic Marketing
Commence consolidation and mapping of all current strategies, policy, systems, processes, actions and resources.
Identify key areas of difference. Determine business unit functions
and responsibilities. Identify better practice and service delivery
model (in-house / outsourced / combination).
Commence mapping of staff resources, roles and responsibilities for interim organisational structure.
Brand Management
Develop a Re-branding strategy with resourcing and budget requirements for approval.
Commence stakeholder consultation.
Native Title
Await the outcomes of the new uniform strategy for the
management of Aboriginal cultural heritage (as a result of the
cessation of the Native Title Act 1993).
Organisation Structure - Interim
Develop a comprehensive project plan, TOR and activate a working group.
Communicate project deliverables to all stakeholders.
Document key tasks and milestones to achieve project objectives.
Review current organisational structure of merging Local Governments.
Collate and map all functions, staff and business units.
Engage unions.
 Review Strategic Community and Corporate Business Plans for strategic direction, key goals and objectives.
Identify key services and functions and geographical location.
Identify executive roles and responsibilities and interim structure.
Determine desired type of structure for new entity i.e. Functional, Geographical or Hybrid.
Working with operational staff, determine interim structure in line with proposed service provision and service delivery model.
Review, publish and communicate interim structure.
Interim Organisation Structure Implementation Plan to be
developed. This will vary across the sector and will be customised
to suit each Local Government model.
Develop budgets and document all associated costs.
Commence re-alignment with a top down approach (recommended) to establish key lines of management.
Confirm, and communicate executive management structure.
Executive management team to consult with incumbent middle management to develop third line management structure and so on.
Procurement
Procurement Structure
Determine initial procurement structure and the role of the procurement team.
Determine the management structure of procurement.
Will there be centralised or decentralised procurement?
Plan the structure of the business unit / team.
Are there similar or different structures within the incumbent organisations?
Purchasing Policy
Develop thresholds that are commensurate with the number and value of envisaged contracts.
Relate back to organisational structure and reporting lines, delegations register, and internal audit.

Beyond the minimum consider audit, analytics, regional economic

development and supplier review requirements that should be
elevated to policy level outside of operational practice.

Draft a schedule of differences.

Reconcile content.
Check all elements of the policy are included.
Determine if Regional Price Preference is required and what Buy Local inclusions apply.
Governance
Develop principles of procurement governance.
Integrate Governance into corporate planning documentation.
What values and definitions does the new Council wish to consider to order to define their own procurement role?
Determine the role of the Code of Conduct, if any.
Consideration including procurement in the organisation’s compliance policy.
Contracts Register
What systems and technology platform will be deployed?
What workflow efficiencies and process controls can be delivered?
How will old information be accessible yet retained separate from current contract information?
Will transitioned and novated contracts be specifically coded for identification as pre-existing arrangements?
What breaks can be made between old and new classifications.
Has consideration been given to The United Nations Standard Products and Services Codes (UNSPSC)?
Tender Register
Determine level of compatibility and differences between merging local governments.
Consider electronic format.
 Develop security and process controls.
Develop guidelines, use and policy.
Resources and Templates
Has feedback been obtained from suppliers regarding contract structures?
Will the WALGA Procurement Handbook be applied and if so, what specific variances will be needed?
What naming conventions will be applied for easy access to procurement records?
What process will be put in place to record and manage departures from the Organisations terms?
What are the differences in General Conditions applied to each organisation?
Current Activity
Have discussions been held with suppliers?
Is there a contractual head of power to terminate for cause or to transition?
Is it appropriate to test the market or to extend a contract?
Will the risk and value of the contract be substantially impacted due to amalgamation?
Will there be service providers who want to bid for the new entities business?
Due Diligence
What processes will be implemented for supplier selection, management and renewal?
What triggers, thresholds and risk profiles will be set for obtaining external information?
What internal processes, audit and review/check activity will be put in place.
Which combination of products will be selected?
Will proactive alert services be engaged?
Insurance
Set desired insurance levels based on future estimated contract spend value and risk.
Consult with suppliers and other stakeholders where substantial change is proposed.
Skills Development
What skills and qualifications are sought?
Which agencies and providers will be used?
Compliance and Probity
Current sector activity.
Best Practice procurement documentation.
Identify future requirements.
Property Contracts and Capital Assets
Define procurement relationship to Asset Management.
Indicative profiling of future assets to be retained / divested.
Maintenance and upgrade prioritisation.
Determine term and future status of property lease contracts.
Determine term and future status of current service provider and property management contracts.
ICT Contracts
Identify commonalities and differences within systems use for merging organisations.
Consider schedule of changeover to systems, in particular the release of future ratings.
Create contingency strategies
Archive and access for legacy data
Telecommunications strategy for external hosting.
Goods and Services Contracts
Which suppliers are common to merging organisations, and which are different supply arrangements?
Benchmark pricing in key service areas from current suppliers.
 Determine supply areas and capacity to supply on an interim basis
Determine future mechanisms for managing and tracking supplies
Develop a Contracts Management system.
Project Managemenrt
Determine the right project framework and governance structure specific to the needs and culture of merging Local Government.
Establish and activate working groups with representation from merging Local Governments.
Ensure overall reporting framework meets the needs of all stakeholders including the LIC.
Property Management
Analyse all property matters and prioritise.
Working with other divisions i.e. community development,
business enterprise etc., determine files affected by boundary
changes and develop action plan.
Contact current customers advising of changes in property management or contact details.
Review and update Asset Registers. Commence consolidation of
Registers in line with changes made as a result of boundary
changes / amalgamations.
Compare merging partners ‘current state’ business systems,
critical functions and customer service levels. Identify disparate
and similar systems.

Commence preparation of revised policies, procedures and

delegations. Liaise with other divisions i.e. community
development, engineering, asset management, finance etc.
Scope ICT business systems future state specifications and system design.
Service Delivery Model
Determine internal model of delivery i.e. asset owner / service owner.

Review all property and AM plans (including the Corporate

Business Plans and LTFP’s) and strategies to identify all
maintenance, upgrade, renewal plans and other proposed
projects relating to managed properties.

Develop new service levels and standards for each property/lease

in consultation with service owner (i.e. community development –
POS, ovals and reserves).
Review the current state of facilities management and in
consultation with stakeholders (internal and external), develop
better practice policy and processes).
Commence workforce planning requirements in line with proposed service delivery, structure and levels of service.
Implement communications plan.
Commence analysis and development of new service delivery model and supporting processes and procedures.
Records Management
FOI
Allocate resources to manage all FOI requests for the new entity.
Business Systems - selection
Develop a data migration plan to consolidate all records information.
Policy, Plans and Process
Collate and review all policies, plans and processes including disaster management and vital records. Identify better practice.
Identify a centralised archival storage arrangement.
Establish a central document receipt point.
Document initial records transfer, retention and storage procedures.
Training and Development
Ensure all relevant staff are trained in RM processes.
HR to develop a training schedule and include records management in employee inductions.
Reform Costs
Financial and Resourcing Impact of Reform
Develop a data collection tool to capture reform related
expenditure, cost savings, increase / decrease in levels of service
and in-kind support.
Regional Councils and Entities
Existing Joint Councils, other control entities
Review the principles and objectives the Regional Council Establishment Agreement.
Establish and implement transition management plan including:
draft amendments for the new structure and arrangements,
service provision details, management of assets and liabilities.
Undertake stakeholder consultation.
Associations, Partnerships, JVs and other collaborations
Establish and implement transition management plan for changes to formal or informal collaborative arrangements as required.
Review requirements of all Agreements.
Undertake stakeholder consultation.
Regulations and Enforcement
Local Laws
Establish a working group to facilitate assessment and development of local laws.
Review the inventory of all local laws collectively, last review dates, compliance levels and any specific place management matters.
Identify areas for integration and standardisation.
Enforcement and general operations
Collate and review all merging partners systems (including ICT),
processes, levels of service, documentation, methodologies,
assets, fleet and committees currently utilised.
Compare Fees and Charges schedule. Identify differences.
Compare budgets and revenue strategies in readiness for harmonisation.
Review current local law implications, Strategic Community Plan outcomes and other plans including place management.
Establish preferred business systems model.
Risk Management
Emergency Management
Collate and review all merging Local Governments existing Emergency Management Plans, governance and reporting structures.
Commence consolidation of plans with place management issues identified.
Engage stakeholder.
OSH

Compare and identify any High Risk Areas and Activities with the
merging partners in relation to people, processes and the working
environment. Develop Action Plan to address any identified
system gaps in High Risk Areas and Activities.

Review existing OSH policies and procedures, definitions, work

instructions, guidelines, protocols, risk assessments / JSA’s, and
any related OSH forms, templates, reporting etc. related to High
Risk Areas and Activities.

Identify OSH related training, licensing or certification (required by

legislation) in relation to processes, people and the working
environment (including record keeping).
Identify existing Health and Safety Management Systems and conduct a Gap Analysis.
Review peer support and OSH officers’ roles and training requirements.
Insurance
Work together with your LGIS advisers to:
 Establish a risk profile and corresponding insurance options; and
Conduct a review of claims data to identify and treat common causes of the merging partners
Review the current Insurance Register for all merging partners
and confirm accuracy and relevance. Ensure all assets are
protected and accurately valued.
Identify all current systems and processes including claims.
Identify key areas of similarity and differences.
Identify inadequate insurance / insurance that is not applicable etc.
Identify high claim costs risk.
Working across all business division, identify any new/changes to service delivery and the impact to the insurance profile.
Strategic, Operational and Project

With the merging partners, undertake a risk assessment of the

transition process and establish a risk management plan. Ensure
the risk assessment determines the level of uncertainty regarding
the merging of Strategic, Operational, Human Resources,
Systems, Financial and Legal objectives.

Commence sharing and comparing risk information with merging

Local Governments to further understand the individual risk
management culture, risk exposures, controls comparison and
areas of priority.

Regularly monitor, review and report risks, controls, risk

acceptance decision and treatment implementation throughout
the planning phase.
Review and revise risk governance including the Risk and Audit Committee requirements for the new entity.
Planning and Development
Strategic and Statutory Planning
Commence the review of the merging Local Governments Strategic and Statutory Planning Frameworks.
Develop an agreed set of processes, level of service and
customer contact points for the new entity to ensure a smooth
transition for customers.

Develop and implement a communications plan to ensure all

planning customers are advised of transitional processes,
timeframes and any changes resulting from the boundary
realignments.

Ensure Developers are advised of any changes as a result of

boundary changes and the impact to developer
contributions. Maintain records.
Building Permits and Certification
Collate and review all merging partners processes, levels of service, documentation, methodologies etc. for building services.
Map all processes including records management processes.
Advise ICT business of current business systems and databases being used by merging Local Governments.
Consolidate processes and address inconsistencies.
Ensure developers are advised of any changes. Developer
contributions are managed in accordance with statutory
requirements. Records are maintained.
Heritage Provisions and Incentives
Identify planning provisions for heritage within the Local Governments.
Identify non-planning policies and arrangements within the Local Governments.
Identify areas of parity and difference within the Strategic Community Plan.
Service Delivery Model
Establish a working group with TOR to drive the project. Establish a baseline assessment model.
Establish comparable data – benchmark.
 Undertake consultation.
Define services, functions etc. to be provided.
Define method and impact of service delivery.
Improve process, streamline and customer orientate.
Consider compliance requirements, pricing, equity and access.
Review technology requirements.
Review asset, plant and equipment requirements.
Review reporting requirements – statutory, strategic, and operational.
Review legal / contractual obligations and insurance requirements.
Address governance issues and policy.
Undertake a risk assessment.
Review division / business unit structure and staffing requirements – address accommodation/premises issues.
Establish budget and long term financial implications.
Levels of Service and Functionality
Collate and compare current service standards from merging Local Governments.
Document baseline position and performance of current service.
Define key drivers.
In consultation with stakeholders, commence analysis and preparation of revised types and levels of service and standards.
Review fees and charges schedule.
Collate and review performance measures and key performance
indicators and reporting mechanisms / requirements (including
statutory).
Develop interim service and operational plans, processes and systems to support continuity of service provision.
Stakeholder Consultation
Identify and commence stakeholder consultation with regular and effective communications.
Waste Management
Education - community
Collate and review all waste education and communications currently delivered across the Local Governments.
Identify any current measurement and reporting of outcomes of the education and communication activities.
Events

Identify areas of divergence and similarity in current service

provision and future requirements (includes waste, recycling,
organics, other services, bin or other collection infrastructure,
processing etc.).

Identify what sources of data are available to assess the current services (recovery rates, contamination rates).
Identify method of service provision (delivered by Local
Governments, outsourced, combination of both) and duration of
existing contracts if applicable.
Identify how waste material is processed and managed.
Identify the key drivers of waste management in the Local Governments Strategic Community Plans.
Commence the development of a plan for a consistent service
across the area and transition to a better practice approach to
event waste management.
Facilities
Collate and identify the range of facilities the Local Governments
are currently responsible for (transfer station, depots, material
recovery facility, landfill).
Identify the activities that occur on each site (collection, storage, processing).
Identify the range of legislative requirements / license for each facility.
 Identify approach to service provision (delivered by Local
Government, outsourced, combination of both) and duration of
existing contracts.
Identify if services are provided to commercial customers and on what basis.
Identify preferred data and business systems to support the change and commence merging of data.
In partnership with HR business unit, commence mapping of interim business unit structure to support service provision.
Continue consultation with stakeholders.
Fees and Charges
Identify how waste management services are included in rates (as separate charge, partially separate charge or completely included)
Identify what charges are assigned to waste management services (staff, overheads, processing, disposal)
Identify and collate information about what is provided to residents to access waste management facilities (tip passes, gate fees)
Develop a set of principles and approach to charging for waste
management services and what services will be included for
residents and commercial customers.
Kerbside and Vergeside Collection

Collate and review all of the existing kerbside and verge side
collection services (this includes waste, recycling, organics, other
services) delivered across the merging Local Governments.

Identify areas of divergence and similarity in type of service

provision (bin or other collection infrastructure, collection
frequency, amount, consistency of systems across Local
Governments).

Identify what sources of data are available to assess the current services (recovery rates, contamination rates).
Identify approach to service provision (Local Government run, outsourced, combination) and duration of existing contracts
Identify if services are provided to commercial properties and on what basis.
Identify preferred data and business systems to support the change and commence merging of data.
Identify how material is processed.
Commence consultation with stakeholders.
Develop a plan for transitioning to a uniform collection system.
Integrated Planning
Identify internal waste management related planning and building approval processes across the merging Local Governments.
Develop a plan for transitioning to a better practice system.
Public Place
Identify areas of divergence and similarity in type of service provision or requirements (bin or other collection infrastructure).
Identify what sources of data are available to assess the current services (recovery rates, contamination rates).
Identify approach to service provision (Local Government
operated, outsourced, combination of both) and duration of
existing contracts if applicable.
Identify how material is processed.
Commence the development of a Public Place Plan to facilitate a consistent service across the area.
Strategic
Collate and review all current Strategic and Operational Waste Management Plans and correlating informing plans.
Identify membership of Regional Council’s (where applicable) and
the current strategic and operational commitments from the Local
Governments.
Work with Regional Councils to ensure a smooth transition to the revised governance structure (once confirmed).
Commence stakeholder consultation.
In line with the DLGS Integrated Planning and Reporting
Framework, commence the preparation of a consolidated
Strategic Waste Management Plan for the new entity.
STAGE THREE - example only. Develop in partnership with merging local government
Asset Management
Data and Systems
In consultation with stakeholders, finalise and document preferred framework.
Agree business and data systems and initiate merging of data including test runs.
Ensure new fair value data is included.
Liaise with key business units to ensure integration and
understanding of revised processes i.e. finances, asset
management, property management, maintenance etc.
Ensure new systems and procedures are documented, accessible and communicated. Ensure training is delivered.
Planning
Review the AM Transition Plan (or similar project plan for reform) to ensure validity.
Consider levels of service, risk management, lifecycle
management, financial projections, review methodologies,
statutory and management reporting.
Establish policy and procedures, asset hierarchy, modeling parameters and common format and language.
Identify possible asset disposal options.
Ensure all assets are valued at fair value in accordance with the statutory requirements by 30 June 2015.
Confirm workforce planning and employee transmittal
requirements in line with proposed service delivery, levels of
service and industrial obligations.
Business Systems
Future State
Review priorities for achieving changeover day requirements and mobilise resources accordingly.
Establish, communicate and resource changeover day plan.
Complete budget estimates and Long Term Financial Plan implications.
Review data migration plans, timelines and testing program for ‘go live’.
Develop strategies to manage legal / contractual obligations and barriers and risks and explore procurement options (if applicable).
Prepare policies for adoption and procedures for implementation.
Develop supporting strategies i.e. training plan, communications plan, helpline function and fulfillment process.
Roman II
Confirm preferred framework i.e. combined best practice, future tasks and responsibilities, language, definitions and processes.
Agree business and data systems and initiate merging of data.
Liaise with key business units to ensue integration and
understanding of revised processes i.e. finances, asset
management, property management, maintenance etc.
Identify budget and long term financial implications.
Identify and address any training issues.
Changeover Day
Planning for the Event
Review, revise and communicate changeover day plan.
Manage associated risks, remove barriers.
Define organisation’s expectations for changeover day and communicate to all staff.
Commissioner - Appointment of the Commissioner
CEO and executive team to induct the newly appointment Commissioner. Compile and present the updated Due Diligence Report.
Appointment of the Interim CEO
Support Pack currently being developed - refer WALGA
Communications
Internal
Finalise the new Communications Framework and Plan and all
supporting policy, procedures, reporting requirements and any
budget implications.
Continue to resource and drive internal transition communications.
Link with key internal working groups where applicable. Review
and amend the internal transition communications plan in line with
any amendments made to key reform strategies.
External
Ensure key reform milestones are supported by the External Communications and Media Plan.
Link with key internal working groups where applicable.
Support community consultation and engagement strategies.
Community Consultation
Review all consultation requirements in line with Stages 3 and 4 of reform (Mobilise, Implement).
Community Development
Service Delivery Model
Develop interim service and operational plans, processes and systems to support continuity of service provision.
Implement the risk management plan to mitigate interruption to service provision.
Develop a Premises/Facilities Plan if required to support the
revised service delivery model (includes depot, administration, co-
located services). Confirm cost implications.
Define all leasing/property management and asset management requirements and actions.
Review and develop revised operational plans to inform budget and facilities planning. Include insurance and legal implications.
Ensure all human resource and industrial relations matters are addressed.
Develop and implement induction, training and development program.
Ensure communications strategies are implemented.
Develop a Changeover Day Plan.
Levels of Service and Functionality
In consultation with stakeholders, develop new levels of service and a revised services and facilities pricing schedule.
Establish new performance measures and key performance
indicators and reporting mechanisms including statutory,
operational and strategic requirements.
Stakeholder Consultation
Maintain stakeholder engagement.
Implement communications plan.
Update Consultation Plan
Community Services - Grant Funding EXAMPLE
Undertake consultation with stakeholders regarding draft funding agreements.
Liaise with finance departments to ensure integrated planning.
New funding agreements signed by all parties.
Ensure all agreement objectives and funding requirements are documented accordingly.
Events Management
Prepare an inventory and calendar of events for the new entity.
Review staffing requirements.
Maintain communications / consultation with stakeholders.
Prepare draft Events Management Plan and policy for adoption.
Prepare new procedures and undertake staff training. Outline insurance requirements.
 Develop an Events Management Pack for customers.
Customer Service
Customer Service Model

Finalise the overarching framework that guides the provision and

standards of customer service. Include charter, policy or
guidelines, systems, process, standards and reporting
requirements.

Address any business systems needs and /or improved functionality. Prepare costing’s and follow normal approval procedures.
Develop an implementation and communications plan to support the revised model.
Identify and develop and training programs required to support the model.
Frontline Customer Service - Admin Building
Finalise the services to be provided and the standards of service provision.
Finalise the procedural manual.
Confirm the inventory of all marketing collateral including signage for re-branding and uniform requirements (if applicable).
Finalise complaint handling procedure.
Develop and implement a changeover day checklist in readiness for the commencement of the new entity.
Address any site location / accommodation issues.
Finalise business unit structure and positions. Develop a staff
induction program to support existing and /or staff redeployed or
transmitted.
Review budgets.
Develop an implementation plan ensuring all internal stakeholders are fully aware of changes, contact points and procedures.
Due Diligence
Present the findings to all key working groups and stakeholders.
In response to the Report, amend any work schedules / project plans and time lines accordingly
Environmental Management
Planning, Wildlife Planning, Integrated Catchment Management
Integrate revised plans / priorities with key overarching land use plans.
Identify any budget implications.
Climate Change
Develop integration links within the IPR Framework.
Identify and review all Sustainability and/or Environment Strategies or related plans. Commence consolidation.
Where climate change is not included in Sustainability and/or
Environment Strategies, consider the preparation of a Climate
Change policy as an alternative.
Identify any budget implications.
Carbon Mgmt and Greenhouse Gas Emissions

Collate, review and combine all relevant plans and information.

Update current Operational Carbon Management Policy/
Greenhouse Gas Reduction Strategy or consider the
development of a new strategy.

Develop an Emission reporting platform.

Identify any budget implications.
Climate Change Declaration
Identify Declarations. Discuss merit for new entity. Prepare new Declaration for signing.
Local Biodiversity Strategy
Integrate revised plans / priorities with key overarching land use plans and reserve management plans.
Identify any budget implications.
Representation - Climate Change Industry Groups
 Nominate a representative to join WALGA’s Climate Change Senior Officers Group
Nominate a representative to join WALGA’s Climate Change Councillors Group
Financial Management
Significant Policies and Accounting Delegations
Finalise draft policies for the new entity.
Finalise draft delegations for the new entity.
Accounting Practices
Consult with staff.
Compile the draft Manual for the new entity.
Accounting Standards
Consult with staff.
Compile the final suite of standards.
Annual Budget 2015/16
Clearly articulate how the rate model addresses the difference in rating regimes.
Consolidate insurances and premiums.
Calculate the salaries and wages budget based on the interim
organisational structure, workforce plan and interim service
delivery model requirements.
Calculate the FCWP and asset management requirements in line with the IPR framework.
Ensure accounting policies are applied consistently.
Ensure changes in relation to assets and liabilities as a result of boundary changes are communicated in the annual budget.
Audit and Risk
Finalised and communicate new audit framework and reporting requirements.
Confirm the contractual arrangements for the new entity’ auditors.
Establish new TOR for the Audit Committee and prepare for adoption.
Develop a compliance calendar and checklists to ensure policies,
delegations, standards and practices are implemented in
accordance with all regulatory and statutory requirements.
Banking and Investment
Develop a new Investment Strategy in line with the LTFP and Corporate Business Plan.
Establish EFTPOS and other payment receipting facilities, BPAY, Bpoint etc.
Establish opening balances (determine initial cash flow requirements)
Register of account/cheque signatories – internal register and authorisations lodged with financial institutions
Audit bank, trust and reserve accounts for existing entities.
Prepare policy and procedures where applicable.
Identify all material that is to be re-branded with the new logo (if applicable).
Loans and Debts
Develop a new Lending Strategy in line with the LTFP and Corporate Business Plan.
Review policy and procedures. Address any deficiencies.
Update debtors and creditor records.
Create a loan repayment program for 10+ years.
Business Entity, ABN and GST
Close off old ABN and GST number once final audit outcomes are ratified.
Ensure debtors are notified of changes.
Ensure appropriate stationary is updated with tax numbers as required.
Capital Works
Ensure the draft capital works plan is incorporated into the draft Long Term Financial Plan and the draft annual budget.
Cash Reserves
Identify/review purpose of Reserves in order to consolidate.
Prepare new objectives / purpose of reserves if applicable and incorporate in the budget adoption process.
Communicate cash reserve changes.
Align reserves with long term financial plan requirements.
Chart of Accounts
Load a test version of the chart of accounts. Migrate test data and test run reports and functionality.
Develop a training package for employees, responsible officers and management.
Commercial Enterprise and Major Land Transactions
Develop strategies to ensure the reform process does not have an adverse impact on these activities.
Review risk strategies and determine any residual issues. Address all legal requirements.
Prepare a briefing paper for LIC, Council, CEOs on all major land
transactions and major trading undertakings. Include in due
diligence report (due end of Stage 3).
Creditors
Document the revised system and supporting processes for creditors and implement training where required.
Communicate new processes.
Ensure new stationery (i.e.: blank cheques) with new entity details are printed.
Payout existing creditors from each entity.
Debtors
Collate all aged debtors ready for migration.
Review and amend policy. Prepare for adoption.
Finalise new Delegated Authority for writing off debts. Write off any debts where applicable.
Fees and Charges
Determine any changes / additions as a result of the interim service delivery model and service provision.
Grants
Finalise and include the schedule of grants in the long term financial plan and annual budget.

The rollover of any unspent grant funding and the refund of any
unspent grant funding to the ensuing financial year has
implications for reporting purposes and must be taken into
account in the preparation of the annual financial report.

Long Term Financial Plan

Capture all financial implications from the interim service delivery
model, organisation and staffing structure, lending and investment
strategy etc.
Rates and Rate Setting
Finalise the new entity’s rating capacity and prepare rate models which consider the previous rating regimes.
Continue the assessment of business systems and future requirements.
Confirm the differential rating strategy.
Review non-rateable properties and concessions.
Update databases and electoral roll.
Financial Reporting
Finalise draft reporting framework.
Develop new processes to support the framework and address any business systems issues.
Develop a training program for all users.
Integrate the reporting into the governance structure including audit and risk.
Inventory and Stores
Determine whether inventory and stock control is centralised or decentralised.
 Identify and review existing inventory controls.
Examine opportunities for efficiency and savings i.e. removal of duplication of stock / obsolete stock / introduce just in time strategies.
Consider software and controls/policies to be used by the new entity.
Dispose of obsolete stock prior to changeover day.
Reconcile, document and transfer inventory records to new entity.
Trust Funds
Maintain sufficient funds to process uncleared cheques and EFTs made from existing accounts.
Transfer balances (post audit) to new entity (allow provision for uncleared cheques and EFTs).
Business Unit Structure
Working with HR, determine future staffing and business unit structure.
Ensure all industrial and employee transmittal matters are case managed in accordance with statutory and policy guidelines.
Annual Report 2014/15
Commence preparation for each individual Local Governments 2014/15 Annual Report.
Goverance
Policy
Undertake community consultation if applicable.
Undertake peer review of Draft Policy Manual and establish
supporting processes and reporting requirements. Include
processes in Operating Procedures Manual (or equivalent).
Identify key integration points across business functions, budget implications and training requirements.
Delegations
Undertake peer review of Draft Delegations Manual.
Establish a register to record Annual and Primary Returns.
Compliance and Audit
Review and develop policy if required.

Ensure all outstanding compliance and audit issues are

addressed. If any matters may affect the new entity, ensure
matters and mitigating action is documented and ready for
transfer to new entity. Include in due diligence report.

Human Resource Management

Project Management
Continue to review project plan to accommodate issues and risks raised and the overall achievement of milestones and tasks.
Changeover day plan prepared.
Business Systems including Payroll
Identify critical functions.
Working with ICT / Business systems teams, review and plan for transition.
Map and consolidate systems.
Workforce Plan
Identify workforce implications for the new entity, including
priorities, actions and responsibilities, asset management and
long term financial planning requirements.
Ensure all servicer delivery and interim organisation structure implications are captured.
Identify budget implications. Integrate into the IPR Framework.
Internal Communications
Review effectiveness of communications. Ensure timely updates.
Ongoing review of the communications plan to support the development of the:
Enterprise Agreement
Changeover day transition
 Commission(s) and interim CEO appointments
Staff engagement, Good news stories etc.
EAP
Review current EAP arrangements to ensure all employees have access to the service 7 days a week.
HRM Plans
Commence consolidation of all plans where applicable.
Identify cost impact.
Grievance Process
Review grievance process to ensure its validity and effectiveness. Communicate any changes to employees and encourage use.
Establish grievance officer training/retraining where required.
Uniforms
Implement re-branding strategy. Rollout rebranding for priority positions. Uniform changeover plan can be prioritised and staged.
Letters of Appointment
Letters of appointment for employees from the new entity are distributed prior to changeover day.
Records Management
Merge and archive all personnel records in accordance with statutory requirements.
Collate and manage / archive all records accordingly.
Enterprise Agreement
Review and amend consultation/communications plan as required.
Employees and representatives are engaged formally with relevant communication channels updated regularly.
Review project management plan timelines and outcomes and
ensure all stakeholders are regularly briefed and are aware of
milestones.
Industrial Relations
Finalise the draft Industrial Framework for the new entity. Prepare
summary report outlining framework, processes and induction
program.

Identify industrial disputes in Court and under investigation.

Maintain currency of schedule in readiness for transition to new
entity / adjusting Local Government.
Prepare new policy if required.
Employment Contracts
Explore transition options with employees.
Volunteers
Implement volunteer transition and retention plan and processes.
Ensure volunteer inductions / orientation programs are implemented.
Placement and Redeployment
Policy developed. Framework developed and communicated to all affected employees.
Transition consultation commenced.
Document processes and timeframes for affected employees.
Organisation Structure - Interim
In accordance with the interim Corporate Business Plan and
proposed interim service delivery model, finalise interim
organisation structure including budget estimates.
Review net impact of transition of employees and document changes accordingly i.e. PD’s
Continue employee communications.
Entitlements and Benefits
Identify entitlements and benefits requiring harmonisation.
 Finalise negotiations in accordance with legislative and policy guidelines.
Redundancy
Identify positions and available options including redeployment or voluntary redundancy.
Ensure EAP and outplacement services are available and promoted.
Voluntary Separations
Establish policy, process and timeframes to: call for; assess; and implementing voluntary redundancies.
Identify affected employees and commence discussions.
Ensure EAP and outplacement services are available and promoted.
Casual and Temp Employees
Identify extent of transition.
Review termination dates and reinstatement dates if applicable.
Maintain communications.
Training and Development
Continue corporate systems training for relevant employees.
Continue with organisational orientation sessions for all employees where necessary.
Ongoing identification of re-training options and requires as necessary.
Organisational Development
Continue to monitor and review OD strategies and the effectiveness of the initiatives.
Level of employee engagement is monitored and responded to accordingly.
Integrated Planning and Reporting
Establish the IPR Framework
Finalise the IPR Framework and supporting policy if required.
Finalise the risk assessment and embed into the enterprise-wide risk management plan.

Establish integration links within the existing Local Governments

to the new entity framework (establish linkages between financial
planning, workforce planning, asset management and other
informing plans).

Develop a consultation plan. Document future engagement and consultation strategies.

Develop and implement an internal communications strategy to keep employees informed.
Develop a SCP
Finalise consolidation of the SCP’s.
Ensure place management issues are included.
Develop a revised performance metric to support implementation and reporting.
Develop new or interim CBP
Continue the development of the new CBP through the IPR process and integrating with the Long Term Financial Plan and Annual Budget preparation.
Prepare supporting processes and reporting framework to support the CBP.
Develop a training package for employees.
Develop a service or operational plan
Align new plans with the interim organisational structure. Establish service delivery and project plans to oversee implementation and service provision.
Integrate with the new Long Term Financial Plan and Annual Budget preparation.
Where required, ensure ongoing engagement with community (internal and external stakeholders, residents, ratepayers, visitors etc.).
Identify workforce implications for the new entity, including priorities, actions and responsibilities, also asset management and long term financial plann
Update the workforce plan and align with the interim organisation structure.
Review premises/facilities requirements.
Ensure all procedures, fees and charges are well communicated to staff.
Prepare induction and orientation programs for employees.
Leading and Managing Change
Change Management
Monitor progress and address issues as they arise. Provide
regular information and progress updates and celebrate
successes achieved to date.

Ensure change leaders and line managers have adequate

resources in addition to personal support (they will be managing
employee relations in addition to service and structural changes).

Communicate draft organisation structure and reporting lines and strategic direction as soon as available.
People and Culture
Review communication strategies.
Monitor workplace for issues and resistance and address accordingly.
Develop and implement culture blending activities and strategies.
Support the involvement of staff wherever possible in service and delivery planning.
Re-survey staff and communicate results.
Prepare a People and Culture Summary Report for inclusion in the Due Diligence Report.
Legal
Legal Proceedings
Update Legal Register and include in Due Diligence Report due
end of Stage 3. Include current and forecasted costs and
potential impact of proceedings (financial and other).
All files transferred to the new entity with stakeholders advised.
Legal Business Unit
In partnership with the HR business unit, map roles,
responsibilities and desired functions for the new entity. Review
budgets across the entities.
In line with the interim organisation structure project, determine
functions and services to be delivered internally / out-sourced.
Establish budgets.
Management: CEO and Executive Team
Audit project plan against key tasks and milestones.
Ensure monitoring and performance of all project activities is reported accurately and consistently.
Continue to implement and review the change management and communications plans.
Changeover Day (first week)
Review, revise and communicate plan.
Manage associated risks, remove barriers.
Review the effectiveness of two-way, communication channels.
Due Diligence
Finalise the due diligence process and prepare report.
Prepare a handover summary plan for the incoming interim CEO and Commissioner(s).
Asset Ownership and Transfer

Negotiation relating to the distribution of assets, resources and

liabilities is finalised. Documentation is prepared. Changes are
reflected in the workforce plans, asset and financial schedules
etc.

Induction and Handover

Preparation for the handover to the Interim CEO and Commissioner(s) is finalised.
Collate all necessary information and reports for handover. Could include:
Due Diligence Report
 Overall Transition Plan update
Changeover day plan
Liaise with HR Department and commence CEO recruitment process.
Marketing and Brand Management
Strategic Marketing
In consultation with stakeholders, finalise the Strategic Marketing Plan with policy and processes.
Finalise performance metrics.
Finalise mapping of staff resources, roles and responsibilities for interim organisational structure.
Where possible, commence mobilisation of employees and resources, employee induction program and systems integration.
Brand Management

Review and implement changeover plan for new brand/logo and

commence ordering of new collateral. Staged the roll-out in order
of priority re-badging. NOTE: not all collateral and signage will be
replaced prior to changeover day.

Commence employee and community education campaign for the

new logo, tag line (if applicable), image, brand story and brand
attributes.
Escalate approval process for new brand strategy and supporting collateral.
Determine uniform changeover strategy.
Native Title
Await the outcomes of the new uniform strategy for the
management of Aboriginal cultural heritage (as a result of the
cessation of the Native Title Act 1993).
Organisation Structure - Interim

Commence design of HR systems and processes to support the

new structure and entity – industrial relations framework, reward
and recognition, performance management frameworks, talent
management etc.

Budgets confirmed and included in LTFP and annual budget 2015/16.

Redeployment and voluntary redundancy matters are case managed.
Prepare new policy(s) where applicable.
Interim structure reviewed and ratified, published and communicated. Prepare for adoption.
Commence recruitment and transmittal of employees where possible.
Procurement
Procurement Structure
What development opportunities will be considered for the future procurement team?
What structural enablers will be put in place to position general administrative staff to grow into purchasing based roles?
Refer to Purchasing Policy section, and cross check for structural alignment.
Purchasing Policy
Maintain a focus on the future, not the past. The new entity has
the opportunity to improve and enhance its procurement function,
driven by the new policy.

Test out procurement processes through reviews and probity

audits to ensure that the process is procedurally fair and that
objectivity has been applied.
Governance
Review structure.
Identify what regulatory or legislative changes will impact future procurement processes.
Contracts Register
Finalise system and input data
Tender Register
Adopt process map for tender opening.
Provide procedure and operating manual.
Training and information development for future users.
Resources and Templates
Set new model documentation with access and instructions for organisation.
Set the KPI’s within contract templates to ensure they are relevant with the new organisation.
If the WALGA templates are not utilised, has the model RFX documentation been legally checked?
Current Activity
Propose transition using new terms effective from date of new entity.
Ensure communication and written paper trail of intentions with respect to interim and transitional arrangements.
Ensure further extension options are provisioned in case they are required.
Utilise legal services where appropriate (where there is non-acceptance by the supplier).
Due Diligence
Advise suppliers of due diligence.
Raise any issues with suppliers that are identified through assessment activity.
Amend tender and quotation documentation.
When using Preferred Suppliers access to due diligence can be facilitated through the WALGA prequalification
Insurance
Represent new levels of insurance in documentation.
Ensure a process is available to maintain access to certificates of currency.
Ensure the contents of the insurance policies provide sufficient protection.
Ensure all premiums and other financial implications are addressed through the Annual Budget.
Skills Development
Identify core competencies and skills required for the position and
include in all supporting documentation i.e. position descriptions,
training and development plans.
What tertiary and post graduate qualifications will form the standard for senior procurement roles?
Compliance and Probity
Finalise Policy development.
Finalise Procurement guidelines.
Property Contracts and Capital Assets
Preparation of property and asset strategies, systems, and processes
Preparation for novation of property leases.
ICT Contracts
Finalise ICT Procurement Plan if applicable
Consider ETI (early tender involvement) strategy
Identification of timetable.
Development of specifications.
Establish contract model.
Service Contracts
Which contracts will be retained and varied on an interim basis.
Which contracts will be put to market (procurement plan schedule development).
Apply communications processes to advise supplies of the intentions and processes of the organisation
Incorporate service level and key performance indicators into future contract templates.
Project Mgmt, Business Process and Project Governance
 Renew the effectiveness and performance of the project framework.
Capture impact of process improvement and other productivity gains.
Property Management
Collate all management orders, leases, title deeds, and licence agreements for the new entity.
Establish consolidated Property Management System with
property identifiers included. The Property Management System
could include the following -
The type of land:
The method of acquisition and how the land is held; The former
owner of the land i.e. which Local Government held the land;
Whether the land is encumbered and if so the portion, duration
and terms of the encumbrance;
Value:
On-going responsibilities for the new entity; outgoings, asset management.
Any current dealings: as required.
All agreements, orders, licenses, leases, deeds to be placed in
the records management system as vital records and all originals
to be held securely.

Develop an agreed set of processes, level of service and

customer contact points for the new entity to ensure a smooth
transition for customers.
Prepare for changeover day and contact current customers advising of changes in property management or contact details.
Provide summary of property management agreements and risks (as part of the due diligence process)
Framework, Systems and Processes
Review priorities for achieving changeover day requirements and mobilise resources accordingly.
Scope future state specifications and system design for ICT requirements.
Complete budget estimates and Long Term Financial Plan implications.
Review data migration plans and timelines and testing program for ‘go live’.
Liaise with key business units to ensure integration and
understanding of revised processes i.e. finances, asset
management, maintenance etc.
Service Delivery Model
Review and develop revised operational plans to inform budget.
Ensure all human resource and industrial relations processes are
implemented.
Mobilise and consolidate all resources, systems and staff.
Develop and implement induction, training and development program.
Ensure communications strategies are implemented.
Records Management
FOI
Ensure all FOI requests are actioned in accordance with statutory guidelines.
Business Systems
Determine system requirements. Develop implementation plan utilising existing systems or the procurement of new systems.
Commence data migration.
Policy, Plans and Process
Finalise all policies, plans and processes including disaster management and vital records.
Commence archiving.
Identify, record and store any historical artifacts.
Establish and communicate a central document receipt point for changeover day.
Document initial records transfer, retention and storage procedures.
Training and Induction
 HR to develop a training schedule and include RM in employee inductions.
Reform Costs
Update the data collection tooloutlining expenditure, cost savings, increase / decrease in levels of service and in-kind support.
Regional Councils and Entities
Establish and implement transition management plan including:
draft amendments for the new structure and arrangements,
service provision details, management of assets and liabilities.
Ensure full integration with the IPR Framework.
Undertake stakeholder consultation.
Controlled Entities
Establish and implement transition management plan for
absorption / future management of Controlled Entity assets and
operations as required.
Undertake stakeholder consultation.
Associations, Partnerships, JVs and other Collaborations
Establish and implement transition management plan for changes to formal or informal collaborative arrangements as required.
Undertake stakeholder consultation.
Regulations and Enforcement
Local Laws
If required, develop an overarching policy that ensures existing
local laws can remain current until the new entity can review them
and in accordance with the Governors Order.
Enforcement and General Operations
Consult with internal business units regarding processes, support services and levels of service.
Finalise budgets and revenue strategies in readiness for Annual Budget 2015/2016.
Document and communicate all policies, processes (internal and external) including records management processes.
Establish plan for harmonisation of business systems with ICT business unit.
In partnership with ICT business unit, continue transition and/or consolidation of data / databases.
Continue to review process and procedures to identify opportunities for continuous improvement.
Prepare a changeover day plan.
Communicate process changes. Ensure the customer service team is fully briefed with new contact details and procedures.
Risk Management
Emergency Management
Ensure an interim EM Plan is in place for the new entity and all stakeholders are briefed.
OSH

Develop an overarching OSH Framework to accommodate OSH

policies and procedures, licensing, definitions, work instructions,
guidelines, protocols, risk assessments / JSA’s, and any related
OSH forms, templates, recordings, reporting etc. Consult with
workforce.

Develop policy and Charter if required. Consult with workforce.

Develop a TOR for the OSH Committee for the new entity.
Insurance
In partnership with the merging Local Governments, establish a consolidated risk profile and corresponding insurance options.
Cost the insurance requirements and include in the annual budget and LTFP.
Communicate new insurance register, policy and claims processes to all relevant staff.
Review claims processes and employee responsibilities.
Develop an information pack for employees including claims forms and procedures.
Ensure all collateral material (i.e. claims forms etc.) is re-branded with the new entity logo (if applicable).
 Develop an Insurance Summary Report for inclusion in the due
diligence report. Include all outstanding, impending and non-
claimable claims.
Strategic, Operational and Project
Determine and document the risk appetite and tolerance.
Develop, document and endorse the risk management policy that
provides the new entities statement of intent regarding risk
management.
Planning and Development
Strategic and Statutory Planning

Determine an agreed position on the consolidation of the Local

Planning Scheme; applicable where one local government
expands its boundaries to include an adjoining portion of a Local
Government’s Local Planning Scheme, in accordance with
legislative requirements.

Discuss with the Department of Planning the initiation of a

Scheme Amendment to include this portion of adjoining Scheme
into the main Local Planning Scheme.
Communicate this proposed Scheme Amendment process to all stakeholders.
Contact current applicants and customers advising any changes in officer contact details if applicable.
Consider all current environmental management plans and integrate into land use planning where applicable.
Building Permit and Certification
In partnership with ICT business unit, commence transition and/or consolidation of data.
Develop an agreed set of processes, procedures and levels of service.
Develop policy if applicable.
Confirm all fees and charges.
Ensure developers are advised of any changes. Developer contribution managed in accordance with statutory requirements.
Records maintained.
Hertitage Provisions and Incentives
Identify strategic and statutory Heritage management gaps across the Local Governments planning frameworks.
Collate information and confirm asset management planning and costing’s for heritage places.
Service Delivery Model
Service Delivery Model
Develop interim service and operational plans, processes and systems to support continuity of service provision.
Implement the risk management plan to mitigate interruption to service provision.
Develop a Premises/Facilities Plan if required to support the
revised service delivery model (includes depot, administration, co-
located services). Confirm cost implications.
Define all leasing/property management and asset management requirements and actions.
Review and develop revised operational plans. Include insurance and legal implications.
Ensure all human resource and industrial relations matters are addressed.
Develop staff induction, training and development programs.
Develop a Changeover Day Plan.
Levels of Service and Functionality
Finalise new levels of service and a revised services and facilities pricing schedule.
Establish new performance measures and key performance
indicators and reporting mechanisms including statutory,
operational and strategic requirements.
Stakeholder Consultation
Continue stakeholder consultation with regular and effective communications.
 Waste Management
Education
Develop a better practice waste education and communication
plan in line with the State Waste Strategy and begin to identify
budget and staffing resources to support the plan.
Events
Commence the development of a plan for a consistent service
across the area and transition to a better practice approach to
event waste management.
Facilities
Develop a consolidated budget for operations, resourcing and assets.
Commence rationalisation / consolidation of service provision and
mobilisation of resources where required to support desired levels
of services.
Finalise business unit structure and staffing requirements.
Identify preferred data and business systems to support the change and commence merging of data.
Continue to engage with stakeholders.
Review risk management strategies.
Fees and Charges
Agree an approach to charging for waste management services
and what services will be included for residents and commercial
customers.
Prepare reports, advertising material etc. to support the revised Fees and Charges Schedule for adoption with the Annual Budget.
Provide education and training to affected staff and business units.
Kerbside and Vergeside Collection
Continue consultation with stakeholders.
Identify preferred data and business systems to support the change and commence merging of data.
Develop staff education and training programs and include new administration processes to support changes.
Integrated Planning
Plan how to implement the necessary internal processes and staff
training necessary to ensure the incorporation of waste
management into the planning and building process.
Public Place
Commence the development of a Public Place Plan.
Review resource requirements and budget implications.
Strategic
Continue to undertake stakeholder consultation.
Develop budget and resource requirements for the Strategic Waste Management Plan.
Prepare documentation for endorsement / adoption by Regional Council.

STAGE FOUR - example only. Develop in partnership with merging partners.

Asset Management
Data and Systems
Ensure new systems and procedures are documented, accessible and well communicated.
Ensure training is delivered.
Planning
Finalise new AM framework for the new entity.
Implement all workforce transition and structural changes, premises, plant and equipment requirements.
 Continue mobilisation of resources.
Adopt policy(s).
Ensure all financial plans and budgets are prepared and integrated.
Implement disposal strategies if applicable.
Complete workforce planning and employee transmittal
requirements in line with proposed service delivery, levels of
service and industrial obligations.
Establish monitoring and reporting processes to review service provision, levels of service and trouble shooting.
Socialise new budgets with responsible officers
Changeover Day
Implement team building activities and employee engagement strategies.
Ensure site and OSH inductions and safety practices well communicated are implemented from day 1.
Business Systems
Future State
Review project plan, timelines and key tasks.
Complete final budget estimates and Long Term Financial Plan implications.
Review data migration plans and timelines and testing program for ‘go live’ tasks post changeover day.
Implement supporting strategies i.e. training plan, communications plan, helpline function and fulfillment process.
Roman II
Liaise with key business units to ensue integration and
understanding of revised processes i.e. finances, asset
management, property management, maintenance etc.
Ensure monitoring and reporting requirements are in place to drive ongoing data integrity.
Changeover Day
First Week
Implement changeover day plan and ensure effective, two-way communication channels.
Review performance daily and monitor results – remove barriers.
Review, revise and communicate plan.
Manage associated risks, remove barriers.
Monitor and respond to performance: service levels and employee engagement.
Management
Ensure changeover day plans are in place across all divisions with key risks identified and mitigated.
Ensure management teams are highly visible and accessible to employees during the initial period of changeover.
A media management plan is implemented.
Interim CEO and executive team are proactively involved in the
workplace (i.e. visible and accessible to employees – more hands
on to promote a positive, team environment).
Commissioner - Appointment of the Commissioner
Outgoing CEO (if available) and executive team induct the newly
appointed Commissioner(s). Include the Due Diligence Report in
the induction process.
Commissioner(s) to acknowledge the contribution of the outgoing Council.
Appointment of the Interim CEO
Commissioner appoints new interim CEO.
If possible, outgoing CEO and executive team induct interim CEO.
First Council meeting
In accordance with legislative requirements, the Commissioner
conducts the inaugural meeting in July/August 2015 with all
legislative requirements met.
Cessation of Commissioner
Prepare Changeover Plan for newly elected Council (October 2015).
With the assistance of the Interim CEO, Commissioner to develop
a Changeover Plan for the newly elected Council with a summary
of the reform process to date including key risks.
Community Consultation
Continue to engage community and stakeholders as required.
Maintain integration of consultation strategies with organisational communications plans.
Review all consultation requirements in line with Stage 4 requirements.
Audit the effectiveness of consultation processes.
Community Development
Service Delivery Model
Mobilise and rationalise all resources, systems and staff in line with implementation plan.
Implement the interim service delivery systems and logistical changes.
Implement revised operational plans and budgets.
Adopt policy(s) if applicable.
Implement the risk management plan to mitigate interruption to service provision.
Implement the Premises//Facilities Plan to support the revised service delivery model.
Implement asset management strategies.
Ensure all human resource and industrial relations processes are implemented.
Develop and implement induction, training and development program.
Ensure communications strategies are implemented.
Commence tracking of costs/savings for reporting and planning purposes.
Levels of Serivce and Functionality
Establish new performance measures, key performance indicators and reporting mechanisms including statutory.
Implement operational processes and systems to support continuity of service provision.
Develop and implement a customer satisfaction survey for continuous improvement purposes.
Identify training needs and implement accordingly.
Ensure employee induction programs are developed and implemented.
Stakeholder Consultation
Implement communications plan.
Maintain stakeholder engagement.
Community Services - Grant Funding example
Ensure all agreement amendments and funding requirements are documented accordingly.
Ensure reporting systems and acquittal processes are implemented.
Events Management
Adopt policy.
Endorse and implement new Events Management Plan.
Implement the customer Events Management Pack.
Implement new procedures and training.
Continue to engage stakeholders.
Customer Service
Customer Service Model
Continue implementation and communication of the revised model.
Implement training programs and inductions to support the new model.
Implement monitoring processes for continuous improvement purposes.
Frontline Customer Service - Admin Building
Finalise the services to be provided and the standards of service provision.
Implement the procedural manual and any training required to support staff.
Commence changeover of marketing collateral including signage etc. (if applicable).
Continue implementation of changeover day checklist.
Ensure RO’s are aware of budget and procurement procedures.
Due Diligence
Present the findings to the Interim CEO and Commissioner(s) if applicable.
In response to the Report, amend any work schedules / project plans and time lines accordingly.
Ensure risk, communications, workforce, service provision and
key asset and financial matters are managed in accordance with
the due diligence recommendations.
Environmental Management - NRM, Wildlife Enhancement Plan, Integrated Catchment Mgmt Plan
Commence implementation of the new strategies and plans.
Consolidate policies and prepare for adoption (if applicable).
Implement a communications plan.
Friends Group
Implement inductions for the new Manual if required.
Ensure all risk management and insurance issues are addressed prior to implementation.
Implement Friends Group.
Implement a communications plan.
Climate Change
Develop integration links within the IPR Framework.
Commence implementation of the new strategies and plans.
Prepare policy for adoption (if applicable).
Implement a communications plan.
Carbon Management and Greenhouse Gas Emissions
Commence implementation of the new strategies and plans.
Prepare policy for adoption.
Develop an Emission reporting platform and commence reporting.
Ensure alignment of new plans with the IPR Framework.
Implement a communications plan.
Climate Change Declaration
Sign new Declarations.
Implement a communications plan.
Local Biodiversity
Prepare a consolidated and prioritised Local Biodiversity Strategy for the new entity.
Integrate the Local Biodiversity Strategy with land use planning.
Commence implementation of Local Biodiversity Strategy.
Implement a communications plan.
Climate Change Industry Groups
Confirm representatives from the new entity for WALGA’s Climate
Change Senior Officers Group and the Climate Change
Councillors Group.
Financial Management
Significant Accounting Policies and Delegations
Update the new policy manual and delegations manual. Finalise and implement supporting processes.
 Update the annual budget documentation to reflect changes and annual financial statement templates.
Communicate the new policies and procedures to stakeholders. Implement staff training / information sessions.
Accounting Practices
Ensure accessibility of new procedures. Implement training if required.
Accounting Standards
Ensure accessibility of new procedures. Implement training if required.
Annual Budget 2015/16
Implement training program.
Implement communications plan to socialise new budget.
Establish reporting framework.
Ensure all RO’s are trained in budget and reporting requirements.
Audit and Risk
Implement the new Audit and Risk Framework.
Appoint the auditor.
The new Audit and Risk Committee is established.
Ensure any training needs are identified for employees and Councillors/Commissioner(s). Implement accordin
Banking and Investment
Transfer balances (post audit) to new entity (allow provision for uncleared cheques and EFTs).
Report all changes to the investment portfolio in the inaugural meeting of the new entity.
Loans and Debt
Finalise the new Lending Strategy.
Ensure new procedures are documented and well communicated.
Maintain communications with stakeholders.
Capital Works
Ensure business systems are populated with the new schedule of works.
Ensure RO’s are well informed of new schedules, procedures and reporting requirements.
Distribute works schedules and ensure all affected employees are
inducted and orientated into their work environment (some may
be relocated).
Ensure all training needs are identified and addressed and Job
Safety Assessments (JSA) (or equivalent) are implemented from
day one of changeover.
Ensure adequate plant and equipment is available.
Adopt better practice with OSH policy, practices and reporting from day one of changeover.
Cash Reserves
Align reserves with long term financial plan requirements and capital works schedule.
Document and clearly communicate the consolidation process. Establish an audit trail for reporting and auditing purposes.
Chart of Accounts
Consult with users and managers to determine capability i.e. controls, reporting requirements, overheads, activity based costing.
Continue to review ICT requirements with regard to better practice structures for COA. Prepare business case (if applicable).
Implement training package for employees, RO’s and management.
Commercial Enterprises and Major Land Transactions
Ensure all legal, financial and property matters are managed in accordance with legislative requirements.
Maintain effective communication with stakeholders.
Creditors
Communicate and implement new processes and policy.
Ensure staff training requirements are identified and met.
Debtors
Communicate and implement new processes and policy.
Ensure staff training requirements are identified and met.
Fees and Charges
Inform internal and external stakeholders of new Fees and
Charges (new Fees and Charges Schedule to be advertised in
accordance with statutory requirements).
Update internal systems with new Fees and Charges information.
Ensure front line customer service officers are aware of changes.
Grants
Implement the new grants administration system and processes. Provide training where required.
Communicate acquittal process to all affected RO’s.
Long Term Financial Plan
Socialise the LTFP with all tiers of management, Council and LIC.
Conduct information and training sessions for relevant staff.
Rate and Rate Setting
Reprint rates collateral material (mail outs, rates notice and other communiqués) with new entity logo if applicable.
In consultation with staff, develop and implement processes including dispatch of rates, installment notices etc.
Financial Reporting
Develop a delegation of authority for the interim CEO to make payments from the Municipal and Trust Funds.
Develop List of Payments report for presentation to Council.
Develop and implement a new training package for management, RO’s and employees as appropriate.
Inventory and Stores
Undertake stock takes as at 30 June, including quantities, value, location etc.
Reconcile against end of year audits.
Implement staff training immediately.
Trust Funds
Arrangement closure of accounts no longer required and transfer of funds to new entity.
Undertake a review of any unclaimed money.

The first annual report of the new Local Government will need to
comply with regulation 37 of the Local Government (Financial
Management) Regulations 1996 and include for each class of
trust, a statement of

the amounts brought forward on 1 July;

the amounts received during the financial year;
the purpose for which the money was held or received;
the amounts paid out during the financial year; and
the closing balance at 30 June.
Business Unit Structure
Commence employee inductions.
Implement team building activities.
Support employees through the transition stage.
Annual Report 2014/15
Finalise the Annual Report 2014/15 for the individual Local Governments.
Compare Annual Report production processes across the
merging entities. Identify better practice. Commence the
development of a framework for the new entity.
Governance
Policy
Adopt Policy Manual.
Ensure a training program is developed to support policies and processes.
Ensure Manuals are accessible and well communicated to all stakeholders.
Delegations
Adopt Delegations Manual and ‘Acting through’ listing.
Ensure delegations are communicated and staff trained accordingly.
Ensure delegations are reported in accordance with legislative guidelines.
Compliance and Audit
If required, prepare new policy for adoption.
Confirm new process with auditor if so desired.
Prepare education and training package for end users.
Socialise new framework with employees and Council/Commissioner(s) and implement.
Common Seal
At the first meeting of the new Council, resolve to adopt the Common Seal.
Print new seal and store in secured area.
Human Resource Management
Project Management
Changeover Day – Project Plan reflects Stage 4 priorities.
Risk management plan developed and implemented.
Maintain regular and detailed reviews of the project plan and timelines.
Address issues and risks raised and the overall achievement of milestones and tasks.
Business Systems including Payroll
Identify critical functions.
Prioritise business systems harmonisation in line with organisational capacity and needs.
Map and consolidate systems.
Workforce Plan
Within the framework of the IPR and supporting the interim organisation structure, implement the workforce plan.
Internal Communications
Review effectiveness of communications and encourage feedback.
Ensure timely information updates.
Maintain focus on Enterprise Agreement.
EAP
Review current EAP arrangements to ensure all employees have access to the service 7 days a week.
HRM Plans

Collate and review all merging partners strategic and operational

HRM Plans. Include Disability Access and Inclusion Plans, Equal
Employment Opportunity Management Plans and the Code of
Conduct.

Commence consolidation of all plans. Identify and include better practice.

Policy and Procedures
Ensure all cost implications are including in the annual budget 2015/16.
Implement employee communications plan.
Prepare HRM policy, delegations and procedure manual for adoption in July/August 2015.
Workers Comp and Rehab
Current claims consolidated.
 Insurance / premium status confirmed.
Establish a methodology to manage the merging of the WCR programs and actions plans.
Determine and document financial impact.
Uniforms
Implement re-branding strategy. Rollout rebranding for priority positions. Uniform changeover plan can be prioritised and staged.
Enterprise Agreement
Finalise the new Enterprise Agreement. Finalise budget.
Commence transition to new Agreement.
Finalisation of the new EA will vary across all Local Governments.
Continue stakeholder and employee representative consultation.
Negotiate final Industrial Agreement.
Industrial Relations
Adopt policy if applicable.
Finalise the new Industrial Framework for the new entity. Present summary report outlining framework and process.
Commence education program to socialise the new framework.
Organisation Structure - Interim
Implement transition placements and redeployment in accordance with policy, LG Act and Workforce Transition Checklist.
Maintain communications and implementation plan for interim Organisation Structure.
Ensure Casual and Temporary Workers, Overseas Workers and Volunteer transition plans are implemented effectively.
Ensure budget implications, (including workforce planning) are integrated into the Long Term Financial Plan.
Prepare interim organisation structure and budgets for adoption.
Monitoring and Reporting
Commence monitoring and reporting of transition including
employee transmittal, employee morale, customer satisfaction
and impact to service delivery model.
Training and Development
Continue corporate systems training for relevant employees.
Continue with organisational orientation sessions for all employees where necessary.
Identify re-training options and requires as necessary.
Organisational Development
Consider implementing employee engagement survey (September 2015) to monitor cultural impact.
Ensure OD strategies address post-merger issues.
Performance Management Framework
Develop a standardised framework, processes and templates. Ensure integration with the IPR Framework.
Develop a training package for all employees and employees with management/supervisory responsibilities.
Merge and diarise all employee appraisals.
Implement the training program for all employees. May need to be staged.
Integrated Planning and Reporting
Establishing the IPR Framework
Finalise and implement the revised IPR Framework.
Establish a schedule of planning to support legislative requirements and community expectation.
Adopt policy if applicable.
Consolidate all existing Local Governments IRP plans into the new entity framework.
Determine and implement appropriate engagement and consultation strategies.
Continue to communicate with employees.
Develop a SCP
 Finalise changes to the SCP’s systems and process and performance measures.
If applicable, adopt and give local public notice.
Continue to engage employees and community.
Develop a new or interim CBP
Continue to further refine the CBP through the IPR process.
Implement performance measures and reporting.
Support the implementation of the CBP with a structured communications and training plan.
Develop a Service / Operational plan
Review and implement workforce plan strategies.
Develop and implement performance measures.
Maintain appropriate levels of community engagement and communication.
Implement new procedures, fees and charges and support employees with site/workplace inductions.
Interim CEO
Interim CEO and executive team are proactively involved in the
workplace (i.e. visible and accessible to employees – more hands
on to promote a positive, team environment).
Inductions
For amalgamation purposes:
Outgoing CEO and executive team to induct Interim CEO and Commissioner(s).
Acknowledge contribution made by the outgoing CEO and Council.
Outgoing CEO (if available) and executive team to induct the
newly appointed interim CEO and Commissioner(s). Due
Diligence Report to be part of the induction program.
Interim CEO to formally acknowledge the contribution of the outgoing CEO and Council.
Changeover Day
Ensure changeover day plans are in place. Key risks identified and mitigated.
Media management plan in place.
Interim CEO/CEO and executive team are proactively involved in
the workplace (i.e. visible and accessible to employees – more
hands on to promote a positive environment)
First Council Meeting
In accordance with legislative requirements, conduct the inaugural
meeting of the new entity. Relevant statutory and strategic items
adopted.
Council Elections
August 2015. Establish project team and determine method – Postal or In Person.
Engage Electoral Commission.
Pre-election tasks to be completed.
Appoint Returning Officer.
Amalgamation: Support the Commissioner in the development of
a Changeover Plan for the newly elected Council with a summary
of the reform process to date including key risks.
Induct the newly appointed Council.
Acknowledge the contribution made by the outgoing Commissioner.
Inductions for new Councillors
Interim CEO and executive team to induct the new Council.
Council to formally acknowledge the contribution of the outgoing Commissioner
Governance
 In accordance with legislative requirements, establish committees
of Council, relevant working groups, Councillor allowances and
other governance requirements.
Leading and Managing Change
Change Management
Engage with staff during post changeover to provide assurance, information and progress against objectives.
Formally and informally recognise past achievements and contributions from terminating bodies.
Update the Change Management Plan to reflect post-merger environment, risks and actions.
People and Culture
Re-survey staff (Sept 2015).
Celebrate the operation of the new entity as soon as possible with all employees (and previous Council/CEO is applicable).
Begin to normalise the changes in all communications going forward.
Ensure communication and feedback loops are kept open and robust.
Continue to celebrate milestones and positive outcomes and manage employee issues and transition difficulties with empathy.
Ensure employee support mechanisms and communication plans
remain in place and are monitored for at least the first year post
transition.
Management: CEO and Executive Team
Project Management
Audit project plan against key tasks and milestones.
Ensure monitoring and performance of all project activities is reported accurately and consistently.
Continue to implement and review the change management plan.
Review membership of the working groups.
Changeover Day (first week)
Manage associated risks, remove barriers.
Review the effectiveness of two-way communication channelsiew the effectiveness of two-way, communication channels.
Media management plan in place.

Plan for the Interim CEO/CEO and executive team, ensuring all
are proactively involved in the workplace during the first week of
transition (i.e. visible and accessible to employees – more hands
on to promote a positive environment and build morale).

Marketing and Brand Management

Strategic Marketing
Implement Strategic Marketing Plan with supporting policy and processes.
Ensure training is delivered to support staff through any process changes.
Finalise mapping of staff resources, roles and responsibilities for interim organisational structure.
Finalise mobilisation of employees and resources, employee induction program and systems integration.
Brand Management
Continue to implement the Re-branding strategy.
Continue with staged roll-out of new corporate image material.
Continue community education campaign for the new corporate image.
Native Title
Await the outcomes of the new uniform strategy for the
management of Aboriginal cultural heritage (as a result of the
cessation of the Native Title Act 1993).
Organisation Structure - Interim
Adopt interim organisation structure.
Escalate implementation of interim structure.
 Continue internal communications.
Support employees through the changeover period.
Embed new HR systems and processes.
Monitor service delivery and satisfaction levels. Establish metrics.
Prepare policies for adoption.
Develop induction and training program.
Advise external stakeholders of any impact of the changes.
Procurement
Procurement Structure
Are specialist procurement recruitment agencies deployed?
Are position descriptions inclusive of procurement capabilities and competencies?
Is the optimum structure working as intended from the start date
of the new entity? If not, are the issues systemic and structural in
nature, or driven by operational circumstances?
Has the procurement team been introduced and have their roles been communicated through the new organisation?
Procurement planning by new procurement team.
Purchasing Policy

Incorporate a methodology for Elected Members to be able to

assess compliance with the policy and to have attention drawn
towards any policy departures relating to unique circumstances.

Regularly assess the policy to ensure it is meaningful, effective, and practical.

Governance
Potential for the new Council to workshop and set modifications to proposed Procurement Governance structure.
Contracts Register
Ongoing review and continual improvement.
Tender Register
Process and security controls.
Ensure technology is licensed and that IP is protected.
Checks and balance to determine that compliance is fully tested.
Resources and Templates
Run information sessions for suppliers and potential suppliers.
Provide training and support within the organisation.
Set triggers and regular process.
Current Activity
Ensure that contract management activity is maintained and tracked from day one.
Maintain and audit compliance with contract and pricing applied to services provided to the new entity.
Utilise and continuously review priorities set and timetables applied.
Due Diligence
Incorporate due diligence into regular procurement activity.
Confirm Tender evaluation guidelines.
Monitor Contract Management activity for accuracy.
Insurance
Review insurance coverage and risk allocation framework.
Maintain register of supplier insurances invoked/claims processed through contractor activity.
Consideration of KPI’s for contract management.
Skills Development
 Consider in-house training.
Staff development plans.
External qualifications, events and activities.
Participation in WALGA Procurement Network.
Compliance and Probity
Code of conduct training (ethics and procurement).
Corporate Governance standards.
Audit and forensic review guidelines.
Procurement review /probity audit.
Property Contracts and Capital Assets
Oversee transition of leases.
Confirm new service provider contracts.
Ownership and divestment strategy adopted.
ICT Contracts
Implement new systems.
Testing and migration of data.
Redundancy and support.
Goods and Services Contract
Action procurement plan and regularly review.
Engage in contract management performance review.
Effect new arrangements for the entity.
Consider a shift from annual and biannual supply contracts to point of purchase buying structure.
Project Mgmt, Process re-engineering and project governance
Review project outputs and goals for the coming period 2015/16.
Review working group’s scope and membership.
Ensure all reform costs/efficiencies have been documented.
Property Management

Develop a fulfillment pack for customers: A Property Management

Pack for customers outlining contact details, maintenance
requests and process, emergency contact details after hours etc.

Implement staff training.

Framework, Systems and Processes
Finalise budgets and Long Term Financial Plan implications.
Implement ‘go live’ strategy.
Prepare policies for adoption and implement procedures.
Continue to review data migration plans and timelines and testing program for ‘go live’.
Implement supporting strategies ongoing i.e. training plan, communications plan and customer service.
Service Delivery Model
Implement service and operational processes and systems to support continuity of service provision.
Implement new interim business unit structure.
Monitor service delivery and satisfaction levels. Undertake a
customer satisfaction survey for benchmarking and continuous
improvement purposes.
Records Management
FOI
Ensure all FOI requests are actioned in accordance with statutory guidelines.
 FOI resources are adequate.
New processes are communicated effectively.
Business Systems
Implement the Records Management (RM) Business System.
Commence data migration.
Refer to Business Systems function
Policy, Plans and Process
Implement the consolidated Records Management strategic plan and policies.
Implement new processes and levels of service.
Implement new / revised archival, storage, receipt and retention processes.
Develop training program for staff.
Training and Induction
HR to develop a training schedule and include RM in employee inductions.
Reform Costs
Continue to track all reform related expenditure, cost savings, increase / decrease in levels of service and in-kind support.
Regional Councils and Entitiies - existing joint Councils and controlled entities
Implement transition management plan including: draft
amendments for the new structure and arrangements, service
provision details, management of assets and liabilities.
Ensure full integration with the IPR Framework.
Continue to engage with stakeholders.
Associations, Partnership, JVs and other Collaborations
Establish and implement transition management plan for changes to formal or informal collaborative arrangements as required.
Continue to engage with stakeholders.
Regulations and Enforcement
Local Law
Develop a review schedule for the collective locals laws. Aim for completion by June 2016.
Undertake community / stakeholder consultation where applicable.
Develop and implement training and/or communications plans if applicable.
Enforcement - General Operations
Implement changeover day plan.
Communicate policy and process changes. Ensure customer service unit are fully briefed with new contact details.
In partnership with ICT business unit, continue transition and/or consolidation of data.
Continue to review process and procedures to identify opportunities for continuous improvement.
Commence team building activities and create opportunities to develop new team(s).
Ensure business unit communications is two-way and effective. Encourage problem solving and trouble shooting.
Risk Management
Risk management plan developed and implemented.
Emergency Management
Finalise, document and implement the consolidated EM Plan, governance, procedural and reporting framework.
Ensure training needs are identified and met. Schedule exercises as required.
OSH
Finalise the overarching OSH Framework and Plan.
Finalise the Action Plan to address any identified system gaps in High Risk Areas and Activities.
Finalise peer support and OSH officer’s roles and training requirements.
Prepare policy for adoption.
 Finalise the Health and Safety Management Systems.
Activate the OSH Committee for the new entity and implement the new reporting and monitoring requirements.
Insurance
Finalise new insurance register and risk profile.
Finalise budgets and include in the LTFP.
Adopt policy.
Implement employee information pack including new forms and processes.
Cost the insurance requirements and include in the annual budget and LTFP.
Develop an information pack for employees including claims forms and procedures.
Centralise all claims.
Strategic Operational and Project
Develop and implement risk management frameworks,
processes, procedures, tools and templates to capture and report
risk information.
Understand, monitor and report on the new entities key risk exposures and appropriateness and effectiveness of existing controls.
Implement a staff training package.
Planning and Development
Statutory and Strategic Planning
Obtain endorsement of agreed position and develop a project
plan, in order to initiate the preparation of a Local Planning
Strategy and Local Planning Scheme for the new entity.
Prepare the overall project plan to initiate the preparation of a new
Local Planning Strategy to achieve eventual harmonisation of all
strategic and statutory plans.
Building Permits and Certification
In partnership with ICT business unit, continue transition and/or consolidation of data.
Continue to review process and procedures to identify opportunities for continuous improvement.
Maintain customer contact.
Heritage Provisions and Incentives
Determine the process of harmonisation with all planning provisions and non-planning policies.

Ensure that all heritage management (including financial and

asset management) activities and arrangements for the new entity
are identified and integrated into statutory and strategic planning
functions.

Service Delivery Model

Implement the interim service delivery systems and logistical changes.
Implement revised operational plans and budgets.
Mobilise and rationalise resource distribution – accommodation, plant and equipment, employees, finance and systems.
Ensure communications strategies are effective.
Implement the risk management plan to mitigate interruption to service provision.
Implement the Premises/Facilities Plan to support the revised service delivery model.
Implement asset management strategies.
Ensure all human resource and industrial relations processes are implemented and managed.
Implement staff induction, training and development programs.
Commence tracking of costs/savings for reporting and planning purposes.
Levels of Service and Functionality
Establish new performance measures, key performance indicators and reporting mechanisms including statutory.
Implement operational processes and systems to support continuity of service provision.
 Develop and implement a customer satisfaction survey for continuous improvement purposes.
Stakeholder Consultation
Review communications plan.
Maintain stakeholder engagement.
Waste Management
Education
Ensure new material is printed and dispatched.
New processes are communicated internally.
Events

Develop and implement a draft Waste Management – Events Plan

which supports and integrates with the Waste Management
Facilities Plan and other key strategic plans, budgets, resources
and asset management plans.

Facilities
Continue with rationalisation / consolidation of service provision
and mobilisation of resources where required to support desired
levels of services.
Continue to engage with stakeholders.
Continue to identify continuous improvement strategies and manage risk.
Fees and Charges
Review Fees and Charges in line with service provision and apply changes if required.
Ensure all financial systems changes are made to reflect new fees and charges, budgets etc.
Kerbisde and Vergeside Collection
Monitor new service delivery systems and conduct risk assessment.
Continue to engage with stakeholders.
Audit service for continuous improvement, effectiveness and satisfaction levels.
Integrated Planning
Implement new systems and processes.
Ensure staff training needs are identified and addressed.
Monitor effectiveness of planning and operational changes.
Public Place
Implement the Public Place Plan.
Address any staff training requirements.
Strategic
Endorse / adopt the new Strategic Waste Management Plan.
Implement the new Plan and reporting requirements.
All financial and other resource requirements have been included in the draft Annual Budget 2015/16.
service and in-kind support.
ategies and outcomes. Commence implementation as soon as possible.

ership positions.

m Financial Plan.
Plan and Annual Budget preparation.

mplementation and service provision.

ayers, visitors etc.).

gement and long term financial planning requirements.
munication channels.