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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. Actions have resulted in a wide range of outcomes, details of which are 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 planning and strategic 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 planning all the way from the Strategic Community Plan to the Corporate Business Plan, implemented through connected and informed Service 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 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) tool 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, an MOU has been developed with five bordering local governments. 

    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 ICT management ensures the City can make informed, customer-focused and compliant decisions.

    The City is implementing a Financial Systems and Process Transformation Plan 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 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

    Community aspirations have been integrated into all City activities through the development of an Integrated Strategic Planning Framework. This framework has resulted in a refreshed Strategic Community Plan with clearly defined priorities that align the organisation to deliver community-focused services.

    The City has also identified a list of informing strategies and plans for development. These will enhance delivery of specific focus areas of the Strategic Community Plan, including Homelessness. Another is the Financial Systems and Process Transformation, which is currently underway. Upon completion, the City’s financial management system will be fully integrated into strategic planning and the delivery of services. In addition, the City is undertaking a Procurement Transformation Plan to modernize its procurement management approach.  

    In addition to proactive planning, the City is now better prepared for unforeseen circumstances and increasingly agile in its response. The organisation has an increased emphasis on risk management; refreshing its entire approach in this area. Risks are now assessed as a daily practice and interventions are proactively tracked and reported on. 

  • Actions: Leadership
    An entirely new Executive Leadership Team now leads the organisation within a more efficient Alliance structure comprising of Service Units. This highly experienced and collaborative team includes four General Managers, two Project Directors and the Chief Executive Officer. The team has undertaken leadership coaching, established and embedded organisational KPIs and developed a leadership charter, Code of Conduct and business rules. As a result, the organisation has clear and strong cultural direction from an aligned and cooperative leadership team. 

    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 breakdown silos and drive city-wide internal collaboration. 

    To continue these efforts, work has also begun on a review of current Governance approaches and processes. Additionally, an internal communications approach is being developed. 
  • 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. Change management principles are also being incorporated in the roll-out of corporate recovery projects; 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 HR 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. 

    Excitingly, the City is also participating in the 2020 Local Government Challenge.

  • 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 continual improvement. 

    The City has developed a Business Improvement Management Approach, which is guiding the roll-out of initiatives such as the mapping of all organisational processes to identify improvement opportunities. 

    Additionally, the City identified $10 million in operating cost savings during FY2019/20, which will provide ongoing recurrent savings. Significant improvements in workforce planning (outlined in further detail under ‘People Management’) have resulted in: 
    • A leaner executive and management structure.
    • Excellent progress towards achieving the target of reducing workforce positions from 810 to 725 by June 2020. 
    • Reduction in fleet vehicles as General Managers and Managers no longer receiving a vehicle as part of their remuneration package.


  • 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 48% complete (as at April 2020). 

    To keep on-track, achieve required outcomes and respond to unexpected challenges, performance measurement has been embedded throughout the organisation. 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 performance intelligence in the areas of KPIs, workforce planning, project management, risk management, occupational health and safety, finance and customer service. 

    As a result of this work, the City is much better placed to respond quickly in times of significant challenge. During the COVID19 pandemic, the City’s Executive has been able to draw on high-level, live data to maintain excellent levels of service, while responding to new and unique community needs. 

You can also view the Road Map to Recovery here