► The publication of a 30 year plan subsequent to extensive consultation has been a key acheivment ► The Director of Finance & Strategy (“Director of F&S”) must now ensure alignment of the 30 year plan to shorter term strategy and also to a long term financial plans and models in accordance with the endorsed planning frameworks ► Director of F&S is in the process of improving Chief Executive Officer (“CEO”) reporting and data capture to ensure that reporting is user-friendly, consistent and provides actionable insight ► Director of F&S to obtain sufficient resourcing to undertake Services Planning review as a priority. Opportunities exist for the Business Improvement and People & Development units to collaborate on this Key Initiative with the Workforce Resources review City of Greater Geelong: Report to the Administrators | Page 9 of 32
COI assessment against Framework for Good Governance COI findings – Information Management The COI findings regarding Information Management were that adequacy of systems varied greatly, with significant investment required in HR systems ► HR system was largely transactional and does not support workforce planning, with information not readily available to management ► Finance systems were adequate and fit for purpose ► Council had policies and strategies which support an appropriate open data approach Source: Commission of Inquiry into Greater Geelong City Council March 2016 COI recommendations ► Major update of HR systems to support cultural transformation Source: Commission of Inquiry into Greater Geelong City Council March 2016 Deloitte report recommendations ► 12 ICT projects spanning 2 years (estimated cost of c. $11.75m) are required to meet CoGG’s current and ongoing needs Source: City of Greater Geelong ICT review by Deloitte 3 November 2016 Source: Transformation program reporting – BAU/COI 11 October 2017 Initiative Status Path to completion Insights/actions Effort Impact to required Focus Area Timing and Lead Engage external consultants to review ICT systems and processes Depen ► Review completed by Deloitte in October 2016 dency N/A N/A Completed Lead: Director of FS ► The review found CoGG’s ICT support was under significant pressure, with underinvestment on ICT of c.$2-4m per annum and 12-20 FTE under-resourced ► The review provided 12 recommendations (and 58 related activities) for CoGG to implement over a five year period, at an estimated cost of $11.75m Develop and implement ICT Strategy ► Developed and endorsed by ELT in May 2017 ► Implementation to occur over the next five years ► Staff headcount increased in 2017/18 budget ► Terms of reference developed for Digital and ITC Governance groups ► Mapping of current state enterprise architecture is 30% complete ► Have acquired ICT service management software and commenced installation End 2022 Lead: Director of FS ► Significant monitoring and evaluation of progress against the 12 recommendations will be necessary ► A number of the recommendations span the entire Council and will require significant investments in future budgets. To date, c. $610k has been allocated to Stage 1 of the ICT ► will be highly reliant on future and the ability of Council to properly resource ICT ongoing
COI assessment Framework for Good Governance Checks and balances Overview and scrutiny bodies Fraud control Audit committee Gifts and benefits policy and register Legal compliance Incident management plan Use of external expertise Corporate risk framework Source: Commission of Inquiry into Greater Geelong City Council March 2016 COI findings – Risk Management The COI finding regarding Risk Management were that areas of Council risk and compliance processes required further improveme nt to strengthen Council scrutiny and accountability ► There was no reporting to Council on the progress of Council decisions ► A remuneration policy was not maintained nor was there a requirement for the CEO to consult with Councillors about senior executive remuneration ► Council had not maintained a safe workplace for all employees, particularly in relation to psychological injury ► Until recently, regular reports on organisation health and performance were not generated ► External experts were appropriately engaged to assist in delivering services and providing advice COI recommendations ► A Remuneration Committee be established ► Council should monitor the implementation of decisions and keep pressure on the Administration to deliver in a timely manner Source: Commission of Inquiry into Greater Geelong City Council March 2016 In response, the following Key Initiatives are being developed by CoGG ► Develop management policy and procedure ► Undertake Risk Audit, establish strategic risks and develop Enterprise Risk Framework ► Update enterprise risk matrix and appetite ► Online Council Business developed to record actions taken in respect of Council resolutions Key areas yet to be addressed ► The formation of a Remuneration Committee cannot be implemented by CoGG as suggested by the COI as the Local Government Act does not allow for Councillors to be on the committee. Alternatives measures are being investigated such as developing a remuneration policy covering, amongst other things, level of experience, qualifications and benchmarking across sector specialties. CEO should consult the Council once they have a proposal in line with the policy ► Developed and implemented improved OH&S resourcing, management and software The following page provide an assessment of CoGG’s progress against the Key Initiatives Source: Transformation program reporting – BAU/COI 11 October 2017