Councils are being asked to deliver better services with tighter budgets and it’s hard to make real progress when systems don’t talk to each other. When customer requests, finance, HR, asset management and service workflows sit across disconnected platforms, teams end up relying on manual handoffs, duplicated data entry, and workarounds that slow everything down.
That’s why council connected systems (and practical council integrated systems) matter. This article shares what “good” looks like when systems and data are joined up, where to focus first, and real examples from councils across Australia and New Zealand. It’s not a big-bang transformation, it’s a sequenced approach that reduces rework, improves visibility from request to resolution, and lowers cost-to-serve over time.
Key takeaways
- Council connected systems reduce rework by removing duplicated data entry and manual handoffs between teams and platforms.
- Council integrated systems improve service delivery by giving clearer visibility from request to resolution, so leaders can track performance and bottlenecks.
- Start with priority services, not every system: sequencing changes around high-volume journeys creates faster wins and builds momentum.
- The biggest gains come from foundations (integration, shared data, consistent workflows), not standalone tools that add another layer of complexity.
- Progress is measurable: cycle times drop, compliance becomes easier to manage, and cost-to-serve falls as digital adoption and automation increase.
Why is improving council services so hard with disconnected systems?
The phrase “doing more, for less” has become a constant pressure for councils. Communities expect more access, more responsiveness, and better experiences, while organisations continue to navigate budget constraints, legacy systems, compliance obligations, and workforce pressures.
At the same time, expectations are shifting again. Digital access is now a given, and increasingly, so is the expectation that councils will make smarter use of data and emerging technologies like AI to improve how services are delivered.
The reality is that meaningful, measurable improvement is difficult without investing in the right digital foundations.
Without a modern core platform, connected data, and the capability to continuously improve, councils often find themselves working around systems rather than moving forward. The result is inconsistent service delivery, limited visibility, and slower progress on the outcomes that matter.
There’s also a growing gap between what communities expect and what councils prioritise.
According to Gov Tech Review, while 69% of community members would like their council to invest in an online page or portal, providing a customer portal was the least valued digital service by local government respondents (8%). While both groups agree that improving online access is key to better engagement, only 40% of councils report having a digital transformation plan in place.
This points to a broader challenge. It’s not just about adopting new technology. It’s about making clear decisions on where to invest, how to sequence change, and how to turn digital, data, and AI into practical improvements in day-to-day services.
So where do you start? What matters most? And how do you know the path you’re on will actually deliver the outcomes you’ve committed to?
What pressures are councils facing today and where should digital efforts focus first?
Councils across Australia and New Zealand are navigating rising community expectations, rate constraints, cyber and privacy mandates, climate resilience obligations, and ongoing workforce shortages. At the same time, disconnected legacy systems and manual processes continue to create cost, risk, and inconsistent citizen experiences. And communities are quick to notice when things don’t work as they should.
Common challenges councils face
- Disconnected systems and duplicated effort across departments
- Low digital adoption, driving up cost-to-serve for simple requests
- Unstructured data and limited visibility for planning and reporting
- Complex stakeholder environments that slow down change
- Increasing compliance, security, and audit expectations
What does success look like in connected service delivery?
- More consistent, joined-up experiences across channels, with less friction for both staff and the community
- Clear visibility from request to resolution, giving leaders confidence in performance and service delivery
- Lower cost-to-serve, driven by smarter automation, better integration, and increased self-service
- Better use of data and AI, turning information into practical insights that improve planning, services, and decision-making
Read our blog: Using AI and automation for smarter government
Council case studies: what changed, what improved, and what it took
1. Penrith City Council: Adopting a cloud-first strategy
Background problems
Penrith City Council had run EmpowerHR on-premises since 2001. An independent ICT audit recommended a cloud-first strategy and maintaining current software. A subsequent health check showed EmpowerHR was underutilised, and Council needed greater agility, security, disaster recovery/BC, and up-to-date capability without on-prem infrastructure overhead.
Issues caused
Operating on-premises made upgrades and keeping current harder, constrained flexibility, and limited use of modern HR capabilities. Underutilisation of EmpowerHR meant missed efficiencies, and reliance on a physical computer room added cost and operational burden.
Solution chosen
After reviewing options (including hosting in Council’s own cloud), Penrith selected Fusion5’s Cloud5 to host EmpowerHR, based on long-term value, access to EmpowerHR experts, Australian hosting, and built-in DR/BC. Fusion5 upgraded EmpowerHR, added Performance Management, eRecruitment, and Onboarding, and integrated TimeFiler for mobile, integrating time capture to feed payroll. A clear migration strategy successfully transferred 15 years of HR/Payroll data; cross-functional testing and a comprehensive communications plan supported the rollout.
Outcomes
The project went live under time and within budget before year-end, with successful pay runs and decommissioning of old servers/computer room. Availability met KPIs (only one minor incident, quickly mitigated). EmpowerHR is now more flexible and convenient - administrators can run payroll from anywhere, boosting efficiency and paving the way for other systems to transition to secure, always-current Cloud5.
2. Dunedin City Council: Refining invoicing processes
Background problems
Dunedin City Council, a major JD Edwards user, processed over 3,500 supplier invoices a month. The approval workflow was manual and paper-based: data entry into the finance system, followed by physical routing to departments for coding/approval, and then back to Finance for payment and filing. The council sought to expedite the approval process and eliminate the use of pervasive paper.
Issues caused
The manual process was time-consuming and labour-intensive, with an invoice approval target of eight days that routinely stretched to 8–10 days. Backlogs were common, on-site storage was limited to 12 months of invoices, and responding to enquiries required Finance to retrieve copies, which delayed answers and added an administrative burden.
Solution chosen
DCC adopted Fusion5’s ApprovalPlus (becoming the first council on the platform) to digitise and streamline invoice processing integrated with JD Edwards. Invoices are scanned and entered on the day they are received, routed electronically for coding and approval, and made accessible online - both current and historical - for approvers and enquiry resolution.
Outcomes
Turnaround dropped dramatically from eight days to three days per month. The monthly approval cut-off was extended, allowing more invoices to be processed and suppliers to be paid on time. Backlogs disappeared; data entry FTEs were reduced by 1.5 and redeployed. User acceptance was exceptionally high, with no unexpected issues post-go-live. Departments can now instantly access invoice history, eliminating retrieval delays and paper clutter.
3. The City of Onkaparinga: The 100-day JD Edwards upgrade
Background problems
The City of Onkaparinga had relied on JD Edwards for 15+ years. The ageing system needed major updates to support payroll, while extended Oracle support was driving up costs. A baseline ESU patch would still require extensive testing across critical roles, and broader strategic change demanded new hardware and deeper integrations - on a tight timeline.
Issues caused
Staying on the old release increased support spend (~15% premium) and risked compliance gaps without tax/regulatory fixes. The ESU path threatened prolonged, organisation-wide testing and disruption, jeopardising other project milestones and delaying the implementation of needed functionality.
Solution chosen
The council advanced to JD Edwards EnterpriseOne 9.1.2 using Fusion5’s 100 Day Upgrade programme. Fusion5 adopted a staged approach, identifying dependent systems upfront, archiving/purging data to minimise go-live downtime, setting up a development and test environment, and completing testing and training before the production cutover. The upgrade was delivered in just 88 working days with minimal interruption.
Outcomes
All critical timelines were met. Users gained a more intuitive and flexible interface, faster data entry and reporting, and simplified compliance through tax/regulatory fixes. The city eliminated extended Oracle support, delivering an immediate ~15% cost saving, and freed IT resources to focus on strategic initiatives. Notably, the outcome was achieved with similar time and user input to an ESU patch - without the drawbacks.
We were delighted with how Fusion5 managed the project. They were accessible, responsive, kept us well informed throughout the process, and made every effort to ensure a smooth transition."
Team Leader Business Systems, City of Onkaparinga
How councils can modernise systems in manageable steps
Smarter local government doesn’t happen by accident.
The outcomes you’ve just seen aren’t one-offs. They come from taking a structured, practical approach to change, and applying it consistently across different councils, systems, and priorities.
Councils don’t fail to make progress because of a lack of intent. They stall when change becomes too complex, too fragmented, or too risky to sustain.
That’s where experience matters.
With more than 20 years working in the public sector and over 40 council engagements across Australia and New Zealand, we’ve seen where things work, where they don’t, and what it takes to move forward with confidence.
What this looks like in practice: turning digital investment into measurable service improvements
- Starting with what matters most: Focusing on priority services and outcomes, rather than trying to transform everything at once
- Connecting systems, data, and processes: Reducing duplication and creating a foundation where automation, integration, and AI can actually deliver value
- Delivering in manageable steps: Sequencing change in a way that reduces risk, builds momentum, and shows progress early
- Building internal capability along the way: So improvements can be sustained, extended, and owned by your teams
This is what turns digital investment into real, measurable progress. Not just new systems, but better ways of working, better visibility, and better outcomes for your community.
In this article
