Case Study
Shire of Leonora: Building a Remote-Ready Modern ERP
How a small Western Australian council moved from paper and spreadsheets to a full ERP, with faster payroll, quicker approvals, and cleaner records.
Background
The Shire of Leonora: a regional council moving from paper to digital
The Shire of Leonora is a small regional council in Western Australia. A team of around forty-five employees looks after records, finance, payroll, works, and community services across a large and remote area.
With limited housing, some office roles can be difficult to fill, so staff need to keep work moving even when they are not in the office.
Why modernisation mattered
When the Shire’s long-serving CEO retired in 2023, the council made a clear decision to move away from paper and manual processes and make digital the new default.
This was an important move because everyday work relied heavily on paper files, spreadsheets, and manual checks, and some important functions, such as rates, sat outside any proper system.
The goal was to bring everything together in one place so that staff could follow the same process, trust the same information, and respond to requests more quickly.
Challenges
Why change was needed
Before the move, daily work relied on paper files, spreadsheets, and small programs that didn’t link together, so every team kept its own version of the truth.
Employees often depended on memory or habit to get things done, and when someone was away, jobs stalled because no one else could easily pick them up. It was hard to trust what information was current or complete, and simple tasks took longer than they should.
For a small team already stretched thin by limited housing and workloads, the Shire needed one shared system that worked wherever staff were - in the office or away.
One of the biggest technical hurdles was moving years of rates data out of spreadsheets and into a proper system, with careful checks to make sure nothing was lost along the way.
“We didn’t have a process everyone could follow, it was just how you’d always done it: you’d go to check something and get three different answers. Finance had their own spreadsheets, rates had theirs, and none of them matched. And if someone was off, things slowed down because no one else knew the steps.”
Key challenges faced by the council:
Payroll that took days
For Leonora, payroll was the most time-consuming task. Field staff filled out two separate forms - a timesheet and a works costing sheet, which had to match before being entered again into a master sheet for allowances and costings, and then finally typed into the payroll program.
Each timesheet took about fifteen minutes to enter for a workforce of around fifty people.
The payroll cycle was a heavy manual process spread across nearly a week:
Friday and Monday were spent gathering and checking paper timesheets;
Tuesday was for entering data and making payments by about 3pm;
Wednesday went to reports and final checks.
If the old program froze or crashed, parts of the run had to be redone from the start. In practice, payroll took four full days every fortnight, leaving little time for anything else.
Records that were hard to locate
Most records at the council were still on paper. Finding one file for an audit or a past request could take hours, sometimes most of the day.
Even when data was in digital form, detailed reports could take an hour to export, and the computer couldn’t be used for anything else while it ran.
Rates outside the finance system
Rates were managed separately from finance. Leonora’s team used spreadsheets and an external tool that didn’t link to the accounts. Payments had to be received one rate account at a time, which was slow and prone to error, especially for large ratepayers with close to a hundred assessments.
In addition, bulk notice runs were unreliable and would crash at approximately 2,700 notices, leaving staff printing for hours (around eight hours at a time), or converting files to PDF and emailing them one by one, which was an extremely tedious and time-consuming process.
Approvals that were slow and inconsistent
Some approvals were processed quickly, but others could take an hour or even longer, depending on who was available and what paperwork was missing.
Staff couldn’t always see what had been ordered, received, or paid. In many cases, the supporting documents weren’t attached until after the fact, which meant extra work later.
Limited capacity to make improvements
With such a small team, everyone was focused on simply keeping day-to-day services running, and there was little time or headspace left to review systems or look for better ways of working.
Manual processes in payroll, finance, and records kept the staff busy just maintaining the basics. Even when they saw inefficiencies, they often couldn’t act on them because the workload left no spare capacity to change how things were done.
A fixed date with no room to move
CouncilFirst’s work began late 2024 with a firm goal to be live by 1 July 2025. That meant every step had to fit inside a narrow window, and the pace picked up sharply in February as teams worked toward testing and final setup.
Solution
A full council system delivered in focused stages toward a single July deadline
As mentioned before, the project was planned and built around the 1 July 2025 deadline, and every decision was made to meet it. The team worked in clear stages so the Shire could keep normal services running while the system was being built:
After work began in August 2024, Records were up and running by December 2024, giving staff one searchable place to work before the heavier finance setup began;
Between January and June 2025, the focus shifted to Core Finance and Approvals, while Payroll and Employee Self Service were prepared simultaneously, with Rates following later in the sequence. Work picked up noticeably in February;
Some items like Assets, which are mostly managed by the Shire’s accountants, were pushed to after go-live to protect the schedule and avoid overloading the team;
CRMS was set up alongside Records, but full adoption is still to come as resourcing allows.
Working as one small team
The Shire and CouncilFirst met each week, kept priorities clear, and made decisions quickly.
When workloads got tight, lower-priority items were delayed so staff could stay focused on what mattered most.
Kiara Lord led the project for the Shire, ensuring progress remained steady and decisions didn’t stall. Training was delivered in short, hands-on sessions, allowing employees to learn the steps and immediately put them into practice.
Getting Records and CRMS running
Records were moved first so everyone had one place to store and search for files, with old archives loaded in so staff could search across 15–20 years of information.
This change alone saved time that had been lost chasing paper files. CRMS was set up alongside Records to bring consistency to how requests are logged and assigned, though full use will follow later when resourcing allows. Some requests are still handled outside the new system for now.
Setting up Finance and approvals
Finance was set up to join together purchase orders, invoices, and budgets so everyone across departments could see the same picture.
Approvals are to follow a clear path, with a manager’s check before payment and the CEO added when needed;
Quotation rules to apply when a purchase is raised, not after the fact;
Supporting documents to be uploaded straight away.
Fixing Payroll and bringing in self-service
During the implementation, payroll and self-service were designed to replace paper and double entry, so staff could submit timesheets and leave online, with the system checking allowances, pay levels, and rate changes before the run is finalised.
Cleaning up Rates
Rates migrated out of spreadsheets and into the new system so everything could be tracked in one place. Data was carefully checked and cleaned to make sure nothing was lost in the move.
Testing and support ran over a longer window, with one-on-one help for the first real run.
Supporting work from anywhere
The system is designed to support remote work as part of normal operations. Managers approve timesheets, purchases, and supplier runs from wherever they are, and the CEO can check and sign off on payroll even when away from the office.
Keeping the focus on go-live
Asset work was postponed until after the system was live so Leonora’s small team could concentrate on the core modules needed for the new financial year.
This focus helped the Shire deliver a smooth transition without missing the target date or burning out staff.
Results
Real improvements across everyday work
“It’s not just that everything’s faster now, it’s that people trust the system. Everyone’s looking at the same information.”
After moving to CouncilFirst, the Shire saw great outcomes in speed and consistency across payroll, finance, records, and rates. Jobs that once took hours or days now take minutes, and staff can get things done from anywhere.
Payroll and employee self-service
Time saved: Payroll runs that used to take four full days every fortnight now finish by lunchtime the day before pay day. After go-live, payroll runs finished before lunchtime, and even worked smoothly when Kiara was on leave.
Less rework: The system checks pay rates and allowances before the run is done, so any mistakes are caught early;
No double entry: Staff no longer fill out both a timesheet and a costing sheet by hand. With around 45 to 50 people, that’s about 12 hours of data entry saved each cycle;
Reliable process: Pay runs continue smoothly even if key people are away;
Leave planning: Staff plan leave six to twelve months ahead, and managers can see it all in a shared online calendar.
“We had a pay run turned around by lunchtime the day before we had to pay… something that had never happened before. That was the moment I knew it was working.”
Finance and purchasing
Faster approvals: Most approvals now clear in two to three minutes, instead of up to two hours;
Cleaner invoices: Around 60–70% of invoices now go through without any changes, compared with only 40% before;
Fewer follow-ups: Because documents are attached when a purchase order is raised, staff no longer have to chase missing files;
Clear view: Everyone can see what’s been ordered, received, approved, and paid in one place.
“Being able to upload the documentation when you raise a purchase order - that’s been absolutely phenomenal for the whole team.”
Records and reporting
Quicker searches: Finding a file that once took hours or most of a day now takes two to thirty minutes, depending on what’s needed;
Faster reports: Detailed reports that took about an hour now finish in three to four minutes;
One place for everything: Records from the last 15–20 years can be searched together, and everyone works from the same version of each document.
“When you can bring up 30 years of council records with a single search, it changes your perspective. You stop thinking of digital as a convenience and start seeing it as a necessity.”
Rates
All in one system: Rates are now handled in CouncilFirst instead of spreadsheets and stand-alone tools;
Easier receipting: Payments can be spread across many accounts at once, which helps big ratepayers with up to a hundred assessments;
No more crashes: The old setup often crashed at around 2,700 notices, leading to eight hours of printing and manual workarounds. Those problems no longer exist.
Working from anywhere
Remote approvals: Managers and the CEO can approve timesheets, purchase orders, and supplier runs even when away from the office;
Continuous service: Payroll and payments keep moving, no matter where staff are working;
Shared visibility: Managers can see planned leave and workloads across their teams. Leonora staff can submit timesheets and leave online, and most now plan leave six to twelve months ahead, using a shared leave calendar that managers can see.
Conclusion
The Shire of Leonora’s project proved that focus and clear planning can make real change possible, even for a small regional team. With a fixed 1 July 2025 deadline and limited capacity, CouncilFirst delivered a full digital system on time and without disruption.
It’s true to say that the Shire’s move to CouncilFirst wasn’t just a system upgrade — it reshaped how people work. Staff now trust the information they use every day, decisions happen faster, and distance no longer slows anything down.
Along the way, the project also demonstrated the impact of a committed partnership. When council leadership is engaged, responsive, and aligned with the transformation goals, the work moves with clarity and momentum. This project had that rhythm from day one, and it shows in the outcome.
“It was intense, but absolutely worth the work.”
Leonora’s experience shows that when goals are clear, teams stay practical, and both sides work collaboratively, even a small council can achieve a major step forward in how local government works.
Take the next step
See how CouncilFirst helps local governments simplify their work, connect their systems, and go live with confidence.
Book a short demo or a quick chat with our team to see what this could look like for you.
“In the last two to three years we’ve been pushing a digital approach, instead of having everything on paper files.”
Why CouncilFirst
Leonora chose CouncilFirst as its partner for a simple yet important reason: it brings all the essential functions of a council into one system built on familiar Microsoft foundations.
CouncilFirst covers records, requests, finance, payroll, and rates, providing small teams with a single, connected system to manage their work and serve their community.
The Shire wanted a partner who would help them plan clearly, stay practical, and hold the line on deadlines. They eventually came to CouncilFirst through strong referrals, signed after the fastest sign-off following a demo, and kicked off within a week in August 2024.
Potential risks like moving rates data from spreadsheets into a structured model were all identified early and planned for.
The milestone
The goal was simple: be live for the start of the new financial year on 1 July 2025. Every major choice in the project pointed toward that date.
The project on the Shire’s side was led by Kiara Lord, Manager Business Services.
Regional and Demographic Snapshot
Location: 832 km from Perth, WA
Land Area: 31,893 sq. km
Population: 1,588 residents (2021 ABS)
Staff Members: 45 employees managing council operations (2017)
Key Towns: Leonora, Leinster, Gwalia (WALGA)
Cultural Significance: Traditional lands of the Wongatha/Wangkatha peoples of the Eastern Goldfields