This page helps you stay informed and updated on Project Uplift’s progress  

In March 2025, the Town of Port Hedland Council was presented with the results of an organisational health check. The health check identified a series of themes and areas of risk across the organisation that required remediation. The Town’s Chief Executive Officer (CEO) developed a Forward Improvement Plan (FIP) to capture and prioritise the tasks and actions that needed to be progressed to drive organisational improvement.  

The FIP proposed a coordinated, organisation-wide approach to stablishing risks in the short term, strengthen governance frameworks and control environments in the medium term, and embedding sustainability, discipline and assurance maturity over time.   

Project Uplift is progressing

Earlier this year, the results of an organisational health check were presented to Council. The health check identified a series of themes and areas of risk across the organisation that required remediation. The Town’s Chief Executive Officer (CEO) developed a Forward Improvement Plan (FIP) to capture and prioritise the tasks and actions that needed to be progressed to drive organisational improvement.   

The FIP proposed a coordinated, organisation-wide approach to stablishing risks in the short term, strengthen governance frameworks and control environments in the medium term, and embedding sustainability, discipline and assurance maturity over time.    

A 24-month transformation program, called Project Uplift, has been established to deliver the workstreams identified in the FIP. A recent report provided to the Town’s Audit, Risk and Improvements Committee (ARIC) indicates the project is up and running and making progress.  

Project Uplift Steering Group 

A CEO-led Project Uplift Steering Group has been established, with an initial meeting held in July 2026. Chaired by the CEO, the Town’s Monitor Andrew Hammond also attended the meeting. The Steering Group operates in an advisory, oversight and active coordination capacity to support the effective delivery of Project Uplift.  

To support the Steering Group, a small group of Town employees from across the organisation have formed a Change Champions Group (CCG). The CCG will provide insight, advice, and guidance to the Steering Group. The CCG have already met several times and are making plans to support the progress of Project Uplift, and to embed systems-thinking across the organisation.  

ERP system end-to-end review 

An organisational health check found significant issues with the Town’s Enterprise Resource Planning (ERP) project. The ERP project was planned back in 2020 and began implementation in mid-2022. The software replacement project set out to integrate a range of technology features into the Town’s operational framework – reshaping how employees and the community engage with different business processes.  

A well-functioning ERP system is integral to how the Town operates and will provide easy-to-access products and services to the community. 

The FIP outlined implementation, information security and records management gaps that require urgent attention, and Perth-based William Buck has now been procured to undertake an end-to-end review of the system.   

William Buck have already completed their initial scoping, compiling a wide range of information, and finalising meetings with Town employees.  The review is intended to provide the Town with an independent assessment of: 

  • The planning, procurement, governance and implementation of the ERP project. 
  • Expenditure incurred, and contract performance and value achieved. 
  • The current status, functionality and effectiveness of the ERP system and associated systems. 
  • Whether appropriate governance, project management, procurement, contract management, financial, privacy and information security controls were, and are, in place. 
  • Any actions required to stabilise, complete and successfully embed the ERP system across the organisation. 

William Buck’s final report is expected to be complete soon.  

Reinforce immediate financial controls 

The CEO has quickly implemented a range of actions in the last two months to reinforce a range of existing plans, policies and procedures across the Town’s operations. Some of these initiatives include an updated Integrity Framework, the establishment of a CEO-led Procurement Risk Review Group, and a reintroduction of regular formal executive and senior management strategic and operational risk review and oversight.  

Communications and Engagement 

Ensuring Town employees and the community are informed, engaged and updated as Project Uplift progresses is vital.  Progress includes:  

  • A dedicated Project Uplift page on the Town’s website, specifically for the community and external audiences has been launched with updates published as appropriate. A copy of the FIP is available on the page.  
  • A dedicated Project Uplift intranet page for employees has been launched, with regular information updates published as appropriate. A copy of the FIP is available on the page. 
  • As at mid-July 2026, web statistics indicate almost 250 employees have viewed the intranet page, and 40 members of the community have viewed the website page. These numbers are expected to increase as the project ramps up.  

Project Uplift resourcing 

The CEO is considering the most effective and efficient way to adequately resource Project Uplift, both financially and with the right human resources, over the next 24 months. Delivering and embedding the outcomes of Project Uplift is non-negotiable. It is anticipated that an executive level resource will be required to oversee the project, reporting to the CEO and working closely with both internal and external stakeholders to oversee the project’s successful delivery, prior to handing over the benefits for embedding into business-as-usual Town operations. It is also anticipated that a small fixed-term team will be established to support project management and administration. 

Project Funding 

The Project Uplift Implementation Plan (PUIP) was endorsed by Council earlier in the year, noting that the budget to enable implementation of the initial phases of the PUIP falls within Financial Year 2026/27. The Annual Budget is expected to be considered by Council at the August 2026 Ordinary Council Meeting.  

What’s next?  

The successful delivery of Project Uplift, the Town’s improvement plan, is non-negotiable and cannot be discretionary. It is progressing as an organisational priority, with close monitoring by the CEO.  

The project risks have been identified, with appropriate controls put in place, to ensure that at this stage, the project is progressing smoothly, as planned. Planning is already underway to ensure positive progress continues.  

At the conclusion of Project Uplift there will be evidence-based improvement in organisational capability and culture, governance discipline, control maturity, quality of reporting, compliance confidence and reduced organisational risk. This will improve Council confidence, build positive community trust and sentiment, enhance organisational culture and support a growing positive reputation for the Town.  

Project Uplift will embed systems-thinking into the Town’s organisational culture, ensuring a sustainable legacy solution is implemented.    

 What is Project Uplift? 

Project Uplift is an organisation-wide improvement program established to deliver the FIP. The improvement program is an organisational priority, and is anticipated to take up to two years to deliver, before the outcomes and benefits are fully embedded.  

Initially, Project Uplift will: 

  • Provide an early-stage implementation, governance and reporting framework 
  • Coordinate how improvement actions are delivered across the organisation 
  • Support the Town through a structured and managed approach to improvement. 

From July 2026, Project Uplift is expected to be delivered in three phases:   

Stabilise (0–6 months)  

  • Purpose: Address the issues identified as being most critical.  
  • Outcome: Delivery of critical priority actions to address immediate control weaknesses and establish foundational governance, financial and system controls.  

Control Strengthening (6–12 months)  

  • Purpose: Address issues of high priority.  
  • Outcome: Implementation of core frameworks, procedures, registers and reporting mechanisms across key business functions.  

Integration and Capability (12–24 months)  

  • Purpose: Address the issues necessary to ensure long-term sustainability.  
  • Outcome: Alignment of systems, planning, workforce and assurance processes to support integrated decision-making.  

At the conclusion of Phase 3, the CEO will focus on embedding, validating and assuring the outcomes of Project Uplift, and returning the organisation to business as usual.  

Why is Project Uplift important?  

The impact from Project Uplift will mean a more stable and supportive organisational environment, clearer decision-making, and stronger trust and confidence – from Council, from the community and our partners and stakeholders, and from within the workplace.   

Project Uplift is about setting the Town up for long term success, strengthening the organisational culture, and supporting a positive reputation that the community can all be proud of.   

How much will it cost? 

Successfully delivering Project Uplift and achieving the improvements identified in the FIP will require a significant, organisation-wide commitment over the next two years. It is anticipated to cost up to $1 million in Financial Year 2026/2027.  

The FIP makes clear that delivering Project Uplift is not discretionary. The issues identified across governance, financial management, procurement, Enterprise Resource Planning (ERP), asset management, workforce capability and organisational culture are significant and interconnected. Without sustained investment to address these issues, the Town will remain exposed to ongoing control weaknesses, increased organisational risk, inefficient service delivery and reduced community confidence. 

Investing in Project Uplift is an investment in rebuilding the Town’s governance, capability and long-term sustainability, and in ensuring the organisation is better equipped to meet the expectations of Council and the Hedland community. 

How will Project Uplift be governed? 

As outlined in section 5.41 of the Local Government Act 1995, the CEO is responsible for managing the day-to-day operations of the Town. Delivering the benefits of Project Uplift is the responsibility of the CEO, who will have KPIs assigned by Council linked to successful project delivery. 

To support project delivery, oversight, alignment and reporting, the CEO has established a Project Uplift Steering Group. The purpose of the Steering Group is to: 

  • Provide strategic oversight
    •  Assist in advancing individual workstreams 
    •  Make decisions within the CEO’s delegation 
    •  Monitor project progress and provide guidance 
    •  Monitor project risks and dependencies 
    •  Provide regular reporting to the Audit, Risk and Improvement Committee and Council 
    • Ensure Project Uplift is communicated effectively to internal and external stakeholders 

The Local Government Inspectorate General appointed Monitor, Andrew Hammond, is expected to participate as an observer and adviser to both Council and the CEO. 

How will Project Uplift be delivered? 

Project Uplift will be delivered using a structured organisational change approach designed to ensure that improvements are embedded in organisational culture, behaviours, decision-making, systems, policies and procedures. 

This approach will be based on the following principles: 

  • Organisation-wide ownership and collective responsibility, with the Chief Executive Officer, the Project Uplift Steering Group, the Executive Leadership Team (ELT), managers (SLT), and over time, the wider organisation all contributing to delivery 
  • Visible leadership and clear accountability, including defined responsibilities and performance measures  
  • Regular monitoring, assurance and adjustment, including reporting, feedback, risk monitoring and periodic review 
  • Phased implementation, commencing with stabilisation of critical, high-risk issues, followed by strengthening of controls and, finally, embedding and assurance 
  • Integration with existing operations, so that Project Uplift outcomes become part of how the Town operates rather than a separate or temporary exercise 
  • Engagement and co-design, ensuring Elected Members and, where appropriate, the community are involved in shaping and implementing improvements 
  • Active staff involvement, engagement and regular communication so that everyone understands the purpose of Project Uplift, and can contribute to solutions and support successful implementation 
  • Targeted use of external specialist support where capability, capacity or independence is not immediately available internally, with a focus on transferring knowledge and building internal capability 

Initially, parts of Project Uplift are likely to be delivered by external specialists, with the Project Uplift Steering Group providing strategic oversight and support with delivery where required.  Over time, and under the guidance of the CEO, the Town’s leadership team will play a greater role in planning and delivering workstream progress. 

How can the community feel confident of progress? 

Success in delivering Project Uplift will be measured not only by completion of workstream actions, but by demonstrable improvement across governance, controls, leadership, organisational culture and performance.  

Progress should be assessed through: 

  • Reduction in overdue actions, policy reviews and unresolved audit findings
    •  Improvement in staff survey results relating to leadership, trust and culture 
    • Reduction in CEO memoranda, bypass approvals and delegation exceptions 
    •  Reduction in repeat control failures, audit findings and compliance breaches 
    •  Improved Council confidence, community sentiment and organisational reputation. 

The CEO will provide regular Project Uplift progress reporting to the Council’s Audit, Risk and Improvement Committee and Council direct. These meetings are open for the community to attend in-person, and are livestreamed for people to watch online.  

Can the community have a say in Project Uplift? 

Members of the Hedland community are always welcome to attend monthly Ordinary Council Meetings and regular Audit, Risk and Improvement Committee meetings. These meetings provide an opportunity for the community to ask questions or provide feedback.  

As Project Uplift progresses, there may be additional structured opportunities for the community to provide feedback, and those opportunities will be well publicised across the Town’s communications channels, such as this website, the Town’s main Facebook page and the LinkedIn page. 

One of the ways the Project Uplift’s progress will be measured formally is through the biennial Community Sentiment Survey.   

Download the Forward Improvement Plan 

The Forward Improvement Plan (FIP) provides the foundation for Project Uplift and outlines the actions Council has adopted.  

 You can access the full plan here 

*Note that the Project Uplift Implementation Plan will be continually updated as the program progresses.