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Corporate Recovery

The City’s Corporate Recovery Implementation Plan (CRIP) is the target-driven three-year plan that is leading the City towards significant organisational recovery. 

Born from extensive assessments of operational effectiveness, the CRIP sets out to re-establish the organisation as an exemplar of local government. It provides the direction required to unlock the City’s full potential by creating an organisation that is customer centric in its decision-making, strategic in its thinking and agile in its response. 

In its first year of implementation, the City’s corporate reform has been vast and fast-paced. View the progress made in the first year by viewing the CRIP Year One Report. Actions have resulted in a wide range of outcomes, details of which are also provided below. 

  • Why have a corporate recovery implementation plan?

    The City’s journey of extensive transformation was set in motion when, in March 2018, the Minister for Local Government suspended the City’s Council, announced a formal Inquiry into the City of Perth and appointed three Commissioners to perform the duties of Council. 

    When Commissioners were appointed, the remit was clear: to establish stable and aligned leadership; create an Integrated Strategic Planning and Reporting Framework; facilitate stronger focus on relationships with stakeholders; and re‐establish good governance.

    To that end, Commissioners sought independent reviews into key areas of the business and worked alongside the CEO to commence a suitable corporate recovery program. The formal Corporate Recovery Implementation Plan was then launched in May 2019. 

    To read more about the City of Perth Inquiry, and the subsequent Commissioner led reviews please visit the Inquiry page

  • What is the CRIP trying to achieve?

    The CRIP is driving widespread organisational recovery in seven key areas of improvement.

     Improvement area Goal
     Leadership A high performing Executive, the creation of a collaborative environment supported by effective business management.
     Integrated Strategic Planning Integrated strategic planning all the way from the Strategic Community Plan to the Corporate Business Plan, implemented through connected and informed Service Unit Plans and budgets.
     Customers and Stakeholders A customer focus that optimises the method of delivery and the impact of the service provided.
     Information and Knowledge Management Visible management of information, supported by a comprehensive Information Communications Technology (ICT) strategy and integrated financial systems.
     People Management Planning and allowing for a workforce that is supported and empowered to deliver the best outcomes for the City and its customers.
     Process Management, Improvement and Innovation Improvement and innovation as a way of doing business, supported by systems and processes to enable this.
     Results and Sustainable Performance Planned and integrated measurement of performance, followed by actions to rectify areas of poor performance.
  • Actions: Customers and stakeholders

    Building an organisation that is increasingly responsive to community and stakeholder expectations has been another a key focus of the CRIP. Everything from the way the City manages large-scale stakeholder engagement programs, to the way it answers the phones has been reviewed with a customer-service lens. 

    Relationships and conversations with stakeholders have deepened thanks to a greater focus on stakeholder management and engagement. The newly established Advocacy and Stakeholder Management Approach and Customer Relationship Management (CRM) system are already yielding great outcomes for the City, its stakeholders and Western Australian community. 

    Initial results include closer collaboration with State Government, community groups, statutory bodies, committees and industry groups like Tourism WA, the Council of Capital City Lord Mayors (CCCLM), City of Perth Committee, Western Australian Local Government Association (WALGA), Committee for Perth and Committee for Economic Development Australia (CEDA). Additionally, a Memorandum of Understanding (MOU) has been developed with five bordering local governments and another is currently under development with Tourism WA (TWA). The City is also working in very close collaboration with TWA to develop a unified destination Perth brand.

    Proudly, the City has responded to many community needs, providing the following initiatives: 

  • Actions: Information and knowledge management

    Using technology to appropriately and effectively manage information is central to building sustainable change. Solid systems, strong information governance and best-practice Information and Communication Technology (ICT) management ensures the City can make informed, customer-focused and compliant decisions. 

    The City is implementing a Financial Systems and Process Transformation Plan (FSTD) and significant efforts have been made to integrate all City systems holistically to ensure they interact. Beginning with a focus on financial systems, all ICT systems will be consolidated. This will enable them to speak to one another and allow for integrated planning and service delivery capability. The result is that all budgetary activities are managed in one place; providing the City with a deeper understanding of its current financial status and allowing the organisation to perform long-term financial planning. 

    With this solid oversight of its finances, the City can be more responsive to community needs and flexible in the way it provides its services. For example, during the COVID-19 pandemic, the City’s Executive Leadership Team (ELT) was able to identify ways to provide free or reduced cost parking. This short-term initiative was quickly provided without impacting on the long-term viability of other critical City services. 

    The City’s next steps will be to evolve the City’s website and integrate it into core systems, which will further enhance the user experience and improve accessibility.

  • Actions: Integrated strategic planning

    The City takes an integrated approach to its planning to ensure the its operations are focussed on delivering the best outcomes for the community now and into the future. The Integrated Strategic Planning and Reporting Framework (ISPRF) provides the City of Perth an integrated approach to strategic planning and ensures community priorities and aspirations are translated into operational objectives. The ISPRF is also a mechanism for tracking the City’s performance and delivery of these objectives to ensure the best outcomes for the community. 

    Through extensive research, analysis and consultation, the City has developed its Strategic Community Plan (SCP), Corporate Business Plan (CBP) and Long Term Financial Plan (LTFP) in a truly integrated manner. The SCP contains Community Aspirations and provides the strategic direction required for the organisation to deliver on community and stakeholder expectations. It clearly embeds the needs and wants of the community into everything the City does and ensures resources are efficiently allocated through the CBP and the LTFP. 

    Community Aspirations are actioned through the development and implementation of a series of Informing Issue or Area Specific Strategies and Plans. The implementation actions contained in these Strategies and Plans are detailed and costed for in either the Community Infrastructure Plan (for Capital projects), the Asset Management Plan (for Asset Renewal projects) or the Service Unit Plans (for Operating costs – includes Employee costs, Core Service delivery costs and operating project costs). The culmination of these three plans is what makes up the CBP and LTFP. 

    The Financial System (FSTD) and Process Transformation Plan will ensure one source of truth for all financial data and accurate reporting. The City has also introduced an integrated approach to project and risk management. Risks are now assessed as an ongoing practice and interventions are proactively tracked and reported on.

  • Actions: Leadership
    The organisation now has clear and strong cultural direction from an aligned and cooperative leadership team. 

    An entirely new Executive Leadership Team (ELT) leads the organisation within a more efficient Alliance structure comprising of Service Units, which are focused on areas of service delivery. This highly experienced and collaborative team includes four General Managers, two Project Directors and the Chief Executive Officer. The team has undertaken leadership coaching and developed a Leadership Charter, Code of Conduct and Business Rules. In addition, the ELT has established and embedded organisational Key Performance Indicators (KPIs) across the City’s Alliances. These focus on key priorities and the organisation tracks success and performance on a quarterly basis. 

    With the overall goal to inspire a ‘One City’ mindset, drive a sense of ownership and remove bureaucracy, the City has also established a more streamlined Managerial Leadership Team. Previously the City had 31 managers - this has reduced to 16, with services being amalgamated to remove silos and drive city-wide internal collaboration. 

    The structure has now been operating for more than six months and many of the City’s service units are reporting to be benefiting from closer and more effective working relationships. Collaboration across the City has vastly improved and as such, service units are becoming increasingly agile in responding to community needs. 

    To continue these efforts, the City has formalised a Governance Framework (the Framework) that will harness a collaborative relationship between the City’s staff and Elected Members. The Framework clearly articulates how Elected Members (EMs) and the City’s staff work together to deliver the Community Aspirations as defined within the Strategic Community Plan. It outlines the process of facilitating innovative discussions that enable Elected Members to make well-considered and financially sound decisions. This ultimately ensures the Perth community benefit from a local government that is lead under the strategic guidance of ratepayers’ chosen representatives, and expert insights from the City’s workforce.
  • Actions: People management

    The City’s staff are its greatest asset and unlocking their potential drives grass-roots change. For these reasons, the City is placing a great focus on driving cultural change. 

    A new Culture Change Program has begun, which has included staff embracing a ‘One City’ Approach to the way they do business. The ethos of ‘One City’ encourages staff to embrace the City’s Corporate Values of teamwork, commitment, courage and respect to form one solid team of public servants. It inspires customer-focused collaboration and celebrates team achievements. 

    Change management is also being incorporated in the roll-out of corporate recovery projects such as the Financial Systems and Process Transformation Project and Culture Change Program; ensuring staff understand and feel supported as changes occur. 

    In addition to its extensive focus on culture and change management, the City has placed great emphasis on improving its workforce planning and organisational development. A new Human Resources Management tool has been integrated with other ICT systems to track real-time workforce numbers. The City is also providing more secondment and redeployment opportunities for existing staff; fostering an increasingly agile and experienced workforce.

  • Actions: Process management improvement and innovation
    While the CRIP is a three-year program, many of its initiatives focus on securing ongoing, sustainable change and embedding a culture of innovation and continuous improvement. 

    The City has developed a Business Improvement Approach and is embedding Business Process Management throughout the organisation, including the mapping of organisational processes to identify improvement opportunities. This will ensure business processes become simpler, quicker, more efficient and not suffer from bureaucracy and red-tape. 

    As a result, the City will become more agile and able to respond to changes in community needs quickly. Everything from the way the community books event spaces, to the way the City undertakes procurement and manages its staff is being reviewed. The result will be a City that is easier to deal with and fast to respond. 

    Additionally, the City identified $10 million in operating cost savings during FY2019/20, which will provide ongoing recurrent savings.
  • Actions: Results and sustainable performance
    An important focus for the City is to implement long-term and sustainable change in culture, strategy and operations. This underpins key deliverables within the CRIP, which is now 57% complete (as at June 2020). 

    To keep on-track, achieve required outcomes and respond to unexpected challenges, performance measurement has been embedded throughout the organisation as part of the Integrated Strategic Planning and Reporting Framework (ISPRF), a performance Management Dashboard has been developed, which monitors the City’s progress on delivering the Strategic Community Plan, Informing Strategies and the CRIP. In addition, this dashboard provides Corporate Performance intelligence and reporting in the areas of KPIs, workforce planning, project management, risk management, occupational health and safety, finance and customer service.

You can also view the Road Map to Recovery here