Bellingen Shire Council Workforce Management Plan · 2015. 6. 29. · Why do workforce planning?...

Bellingen Shire Council Workforce Management PlanJuly 2012 - June 2016

Bellingen ShireCOUNCIL

2Workforce Management Plan 2012 - 2016

Contents

General Manager’s Foreword 3

Introduction 4

Why do workforce planning? 4

Building the workforce management plan 5

Current external labour trends and influences 6

- Ageing population - Skill shortages - Flexible work options - Workplace diversity - Technology changes - Local government brand

Current labour profile of Bellingen LGA 8

Overview of Bellingen Shire Council 9

Workforce profile 10

Trainee/Apprenticeship program 14

Staff turnover 14

Recruitment cycle 15

Mission critical positions 15

Overtime 16

Position and/or skill changes 16

Workforce challenges and critical issues 17

Conclusion 17

Workforce management strategies: 18

- Attract - Develop - Retain

Monitoring and reporting our success 23

Table 1: Staff feedback – common themes 24

References 25

Attachment A: Core Competencies 26

Attachment B: People Management Competencies 29


General Manager’s Foreword

The NSW Government’s new framework for Integrated Planning and Reporting (IPR) places high expectations on Council with regard to partnering with the community in the development of a long-term Community Strategic Plan (CSP). The intent is for Council and the community to have important discussions about funding priorities, service levels, preserving local identity and to plan, in partnership, for a more sustainable future.

The IPR creates new challenges for Bellingen Shire Council (BSC) in order to meet the demands and expectations of our community. Now, more than ever before, Council is required, to:

• Gainthecommunity’strustandbuy-in;• Proactivelycommunicateservicestandardsandactivelymanageexpectations;

• Beresponsivetochangingdemandsandpriorities;• Meetincreasingdemandforrapidandaccurateinformation;• Increaseefficiencyandproductivitywhileremainingcostcompetitive;• Createapositivecorporateculturethatfostersacollaborativeapproach.

The above re-affirms the reliance we have on our people in order to accomplish our goals and achieve the Community’s vision. In addition, 33% of Council’s operating costs are employment related which only serves to reinforce the view that our employees are our most important asset. Their creativity, knowledge and their relationships with the community, their co-workers and professional networks is what will determine our level of success.

Liz Jeremy General Manager

Liz Jeremy General Manager


Introduction

The NSW Government’s Integrated Planning and Reporting (IPR) framework encourages councils to better integrate their various plans and ensure a holistic approach is adopted for the future. Council must prepare a number of plans, which provide details on how we intend to deliver works and services in the short and long term, based on priorities that have been identified through community consultation and engagement. These plans include a four year Delivery Program, an annual Operational Plan and a supporting Resourcing Strategy.

The Resourcing Strategy consists of three components: a Long Term Financial Plan, an Asset Management Plan and a Workforce Management Plan. This document outlines Council’s Workforce Management Plan and related strategies for the coming four year period.

An effective Workforce Management Plan is essential to ensure that Council is able to address the human resources requirements associated with achieving the aspirations, goals and service standards expressed in the Shire of Bellingen 2030 Community Strategic Plan and Council’s Delivery Program. By identifying workforce capabilities on hand now, considering what will be needed in the future and planning systematically, Council can limit the risks associated with unanticipated events and ensure we are appropriately resourced to handle the changes and challenges that will need to be faced in the coming years.

Why do workforce planning?

Workforce planning is about forecasting and predicting trends. It is not an exact science but a continual process designed to analyse the current workforce and future needs, identify gaps between present and future requirements and develop solutions to ensure Council can achieve its mission and objectives. In short, workforce planning aims to have the right people in the right places with the right skills and motivation doing the right jobs at the right time.

In particular, workforce planning will help Council to:

• Makestaffingdecisionstoprovideservicesbasedonstrategicpriorities;• Identifypotentialresourceorskillshortfallsandtakestepstoaddressthese;• Identifyandplanfornewandemergingroles;• Recruitappropriatenumbersofstafftomeetfutureneeds;• Developworkforceskillsthattaketimetogrow;• Provideimprovedcareerdevelopmentopportunities;• Reducestaffingcoststhroughappropriatestaffinglevels;• Increaseemployeemotivationandcontributionthroughbetterjobdesign;• Containhumanresourcescostsincludingthecostofturnover,absenteeismandinjury.

This Workforce Management Plan is an extension of Council’s existing employee programs, policies and initiatives and is designed to complement and enhance these. Other related documents include Council’s Code of Conduct and Statement of Business Ethics. All of our human resources activities support our Civic Leadership aspirations contained within the Shire of Bellingen 2030 Community Strategic Plan with a specific focus on “attracting, developing and retaining highly skilled staff”.


Building the Workforce Management Plan

Council commenced development of the Workforce Management Plan early in 2011 with a Council Executive Team and a Councillor workshop where initial discussions took place regarding structure and short term resource issues. In December 2011 Council initiated an organisation-wide structure review designed to enable Council to:

• MeettheexpectationsoftheShireofBellingen2030CommunityStrategicPlan;

• Meetthechallengesoffuturegovernmentreforms;• Fulfilitscorefunctionsaswellasdeliverservicesinthemostefficientway.

An external consultant was engaged to assist with this review and as part of this process met with Councillors and staff to discuss a wide range of issues related to the shape and size of our organisation including service standards, processes and procedures, work flow, roles and structure. A significant number of staff contributed their views via group meetings and forums, one on one discussion with the consultant or via written submissions. Feedback from the Staff Reference Group, formed to provide input to the structural review, has also been taken into account. The outcome of the organisation structure review is the subject of a separate report, “Review of Organisation Structure” by Blackadder Consultants (April 2012).

In addition to the above, input collated from the following has been used to inform our Workforce Management Plan and assisted in the development of workforce planning strategies:

• Ananalysisofourcurrentworkforceandtheexternalenvironment.• Areviewofreportsandworkforcerelateddocumentsincluding: a. Shire of Bellingen 2030 Community Strategic Plan b. Council Executive Team (CET) Workforce and Succession Planning Reviews c. 2009 Employee Survey Report prepared by Jetty Research. d. Workplace Equity and Diversity Strategy 2009 - 2013 e. Work Health and Safety Plan 2012 f. Human Resources Strategic Plan 2009 - 2013 g. Bellingen Shire Economic Profile 2011 h. Government Skills Australia BSC Workforce Development Report 2009 i. Australian Bureau of Statistics 2006 Census data for Bellingen Local Government Area• Stafffeedbackthroughout2011obtainedvia: a. A Workforce Management Plan survey b. Structure review - Staff Reference Group c. Forums to develop our “Core” i.e. all staff, and “Management” Competency Framework d. A series of Works Supervisors strategy sessions e. A team effectiveness review conducted with all staff from the Environmental Health and

Planning Department June – Oct 2011

A summary of the common themes gathered through the above staff feedback processes is presented in Table 1 on page 25.


Current external labour trends and influences

The following external factors have the potential to significantly affect our ability to attract and retain the workforce we need to deliver our services. Some factors may affect us more than others but, as an employer, we are immune from none.

Ageing Population

“We are facing one of the biggest workforce challenges of the 21st century, an unprecedented shift in the age distribution of our population not only in Australia and New Zealand but globally. Employers will have little choice but to adapt, not just because older people are staying on at work, or because “boomer” style they will demand that companies adapt, but because their skills and experience will be needed.” (HR Monthly February 2012)

The proportional increase of older Australians is coupled with a steady decline in the growth of those entering the workforce. The predicted growth in the working age population will fall from 1.2% over the past decade to zero by 2050. (Government Skills Australia (GSA) 2010 Environmental Scan)

These demographic changes present significant long-term implications for the economy, our community and our organisation. Over the next decade, a substantial proportion of key workers with critical skills and experience in the public sector will be lost, along with the associated corporate and cultural knowledge, as the so-called ‘baby boomer’ generation moves to retirement. Local government must find ways to retain these skills and experience while at the same time attract new workers and establish itself as an attractive career option for young workers.

Skill Shortages

Within the local government sector a number of professional associations have identified skill shortages in areas of engineering, planning, building surveying, environmental health and accounting that will have an impact on local government. (Government Skills Australia (GSA) 2010 Environmental Scan)

The water industry is experiencing skills gaps in the job role of water industry operators, a gap that is forecast to widen. The skills shortage pertains particularly to specialist technical skills, especially in the areas of water quality and wastewater management. Water-specific skills are not readily sourced from the labour market but require specialised industry skill development in addition to base trade or tertiary qualifications. (Government Skills Australia (GSA) 2010 Environmental Scan)

At a local level Council has also experienced difficulties in attracting qualified tradespeople and some specialist staff. This has already resulted in Council having to recruit on a state and national level. There may be a need in the future to search globally to fill some positions. If these trends are not managed properly, this will place strain on maintaining essential services to our community.

New and emerging issues such as climate change and the influence on Council services is a major factor for local government. Consideration of sustainable planning and development is pertinent across all areas of local government. Councils increasingly seek workers skilled in environment management and sustainability in order to deliver sustainable services, such as waste and recycling management, public works maintenance and construction, and management of water resources. (Government Skills Australia (GSA) 2010 Environmental Scan)


Flexible work options

Across Australia, there is a trend away from full-time to part-time work. The NSW Local Government (LG) 2010 Census reports that 67% of the LG workforce in NSW is full time with 15% part time and 18% casual. The ABS Census 2006 reports Bellingen LGA as having a considerably higher percentage of our local labour force employed part time (37.4%) in comparison to the labour force nationally (27.9%).

It is expected if current trends in the broader economy continue the percentage of part time and casual employees will continue to grow. In addition, the impact of the global financial crisis may mean that the ageing workforce may not be able to afford to retire irrespective of their fitness for duty and will seek work arrangements that suit their lifestyle and personal needs.

Workplace Diversity

Workplace diversity remains on the agenda for the foreseeable future. Diversity relates to various groups – women, Aboriginal and/or Torres Strait islanders, people from culturally and linguistically diverse backgrounds and people with a disability. Diversity is particularly important in the local government context because it ultimately results in better representation, better decision making and better skills. It is incumbent on employers, and in particular the public sector, to actively pursue diversity in their workforce makeup.

Technology Changes

Rapid advancements in technology has reduced the demand for some traditional skills and led the development of new knowledge-based skills, including the ability to manage information, knowledge and communication systems. In addition, new technologies are making access to information easier and changing the way work is carried out. It is critical that staff keep pace with these changes and that Council takes advantage of the efficiencies and/or improvements to service that these technological changes present.

Local Government “brand”

Currently, young people do not see the local government sector as a desirable career option. The fact that local government wages are not competitive when compared with the private sector further compounds the problem of attracting new workers. Addressing the image of local government is imperative if the sector is to compete with the private sector and overcome skills and labour shortages. (Government Skills Australia (GSA) 2010 Environmental Scan)


Current labour profile of Bellingen Local Government Area

Located on the NSW mid north coast, mid way between Sydney and Brisbane, Bellingen Shire is currently home to 13,450 people. It has a total area of 1,605 sq kilometres with 3 distinct geographical areas – ocean, river and mountains. Approximately 53% of the Shire is national parks or state forest. This abundance of natural assets along with our cultural attractions, including numerous festivals, have created a thriving tourism industry with more than 300,000 visitors annually.

According to the ABS 2006 census data for the Bellingen Local Government Area (LGA):

• Ourresidentpopulationisalmostevenlysplitbetweenmales48.7%andfemales51.3%;• OurIndigenouspopulation(2.6%)comparessimilarlytothatacrossAustralia(2.3%);• 11.3%ofourlocalpopulationwerebornoverseaswhichishalfthesamepercentagewhenconsideringthetotalpersonsinAustralia;

• Englishwasthestatedastheonlylanguagespokenathomeby93.9%ofthelocalpopulationversus 78.5% nationally.

In addition, there are significant differences between our local labour force and the national statistics:

• Themedianageofourresidents(44years)isconsiderablyolderthanforpersonsacrossAustralia (37years);

• 32.3%oftheBellingenLGApopulationwerepersonsaged55yearsandover (versus24.3%nationally);

• Wehaveahighproportionofourlocalpopulationaged15yearsandovernotintheworkforce35.09%

• Aconsiderablylesspercentageofourlocallabourforceisemployedfulltime(46.1%)incomparisontothelabourforceinAustralia(60.7%);

• Aconsiderablyhigherpercentageofourlocallabourforceisemployedparttime(37.4%)incomparisontothelabourforceinAustralia(27.9%);

• Unemploymentishigherat6.8%(MarchQtr2011)versusthelastreportednationalunemploymentrateof5.3%(November2011);

• Individualweeklyearningsofthoseemployed($336)andweeklyhouseholdincome($622)isconsiderablylessthanthenationalmedians($466and$1,171respectively);

Evidence of the ageing population and decreased labour supply in Bellingen Shire is reinforced by the fact that between 2010 and 2036, the following population share changes are expected in the Shire:

5 – 24 years to decrease by 3% 25 – 34 years to increase by 1% 35 – 64 years to decrease by almost 8% >60 years of age to increase by 10%

(Bellingen Shire Economic Profile 2011)


Overview of Bellingen Shire Council (BSC)

BSC is one of the major employers in the area. Council is charged with the responsibility for delivery of a wide range of services on a daily basis. These services include:

• libraries,communitycentresandhalls• visitorinformationcentres• recreationfacilitiessuchaspublicswimmingpoolsandsportingfields• infrastructuresuchasroads,bridges,boatramps,skateparks,public

toilets and picnic areas• waterandsewerageservices• environmentalandpublichealthservices• wastemanagementandrecycling• controllingcompanionanimals• planninganddevelopmentservices• livestocksaleyards• servicesforspecificgroupsinthecommunitysuchaschildren,youngpeople,olderpeople,

people with disabilities, indigenous people and people from culturally and linguistically diverse backgrounds

BSC has a broad portfolio of community infrastructure and assets which is owned by or under Council’s control as outlined in the Shire of Bellingen 2030 Community Strategic Plan including:

• Over650kmcombinedoflocal,regional,stateandnationalroadway• 155bridgesand23majorculverts• 3wastewatertreatmentplants,27pumpingstations,89kmmains,44kmstormdrainagepipes• Approximately$8.4mworthofplantandvehicles• 9PublicHalls;3Libraries;28AmenityBuildings• Approximately384,583haofreserves,parksandsportingfields;and• 10.8kmofcoastline

BSC has in the past few years been subjected to significant floods and as a result work plans have had to be changed and reprioritised. Although additional funding has been provided to undertake the repairs, competing works such as the Pacific Highway upgrade and the booming resources sector, have presented ongoing challenges in sourcing additional skilled personnel and infrastructure in order to carry out this work in addition to the required routine maintenance and planned works.

Across the board there are regulatory and service changes that need to be accommodated within Council’s structure and workforce. These include increased public access to information, demand for higher levels of governance and greater transparency, greater environmental scrutiny, an historical downturn in the number of Development Applications, new expectations regarding trade waste approvals and inspections along with other health and compliance related inspections.

The Sewerage Treatment Plant for Dorrigo is being re-built with new, more advanced technology and, in addition, water treatment staff are required to obtain a variety of new, specialist tickets and licences. The re-build of the Raleigh Depot will have an impact on work practices and mobile technology and new software being considered as part of Council’s IT strategic plan will also impact on employee skills and work flow.


Significant construction projects such as the Raleigh Depot and Bellingen Youth Development Centre are increasing the requirement for professional project management skills. In addition, issues related to river health, climate change, sustainable farming practices and weeds management are requiring specialist, qualified expertise to ensure appropriate, strategic management.

BSC has already entered into shared resourcing and partnership arrangements with neighbouring councils in the areas of waste management, works projects, plant hire, tourism and payroll services. Opportunities for further strategic alliances are under discussion.

All of the above issues need to be considered and managed against the prevailing community perception that Council has too many employees or that employees are not allocated based on community priorities.

Workforce profile as at 31st December, 2011

Council is governed by an elected body of 7 councillors and has an operating budget in the vicinity of $30million.TheCouncilstructureasat31stDecember,2011isorganisedinto3directorateswiththecorresponding functional responsibilities as outlined below:

Director Corporate Services

Director Engineering and Operations

Director Environmental Health and Planning

Administration Support Roads & Bridges Development Control

Financial Management Parks & Recreation Building Services

Risk Management & Insurances Plant & Equipment Public Health

Human Resources & OH&S Water & Sewerage Environmental Management

Library Services Waste Management Pollution Control

Economic Development & Tourism

Vegetation Control Law Enforcement

Public Cemeteries Quarries Community Development

Information Technology Buildings & Asset Maintenance Strategic Planning

Records Management Emergency Management Community Services

Fire & Emergency Services Flood Plain Management

Corporate Planning

Organisational Development

General Manager


Total Headcount

Our workforce is made up of 68.26% full time, 10.18% part time and 21.56% casual/day labour hire. A large proportion of our day labour hire relates to flood remediation works and traffic management services. The disproportionate number of full time males to females is driven by the male dominated outdoor workforce.

There may be opportunity for increased part time and job share arrangements in an effort to retain knowledge and skills, accommodate fitness for duty issues of an ageing workforce and appeal to the desire for improved work/life balance that is the prevailing trend in the labour market.

While the variety in the employment types offers appropriate flexibility to Council in resourcing its activities the length of service and regularity of hours by some casual employees needs to be reviewed.

Gender Distribution: Employment Type

Gender Full Time Part Time Regular Casual* Day Labour** Total

Female 22 16 6 5 49

Male 92 1 5 20 118

Total 114 17 11 25 167

* Casuals on Council payroll ** Engaged through 3rd party provider (predominantly outdoor staff)Staff on short term contracts included in above numbers: 6

Positions currently vacant: 7 FT / 2 PT% “outdoor” vs “indoor” staff: 55% / 45%% of staff resident in Shire: 79%

Full Time Part Time Casual Day Labour

10

20

30

40

50

60

70

80

90

100

Male

Female


Gender Distribution: Directorates

Environmental Health &Planning

Engineering &Operations

CorporateServices

10

20

30

40

50

60

70

80

90

100

Male

Female

Women make up 46% of the LG workforce in NSW and just over a third (37%) of staff in rural councils. (2010 Census of Local Government Employees: Report on Findings – August 2011) Considering this, and that our resident population is evenly split between gender, BSC has some work to do in ensuring females are better, and more evenly, represented across Council, particularly in the more traditionally male dominated engineering and operations fields. In addition, there is a need to ensure females are better represented at middle management and above.

Indoor/Outdoor Split

There are 92 “outdoor” workers and 75 “indoor” workers. Our indoor/outdoor split reflects the multi-faceted business that Council manages and the complexity of the political and highly regulated environment in which we operate. To deliver on service expectations we require a diverse workforce with a range of skills and qualifications involving specialist/technical occupations such as town planners and engineers along with people to clean the streets and maintain the amenities of the Shire.

ABS 2006 Census Bellingen LGA BSC Headcount

Males 48.7% Males 70.66%

Females 51.3% Females 29.34%

BSC Gender as a % of FT jobs BSC Gender as a % of PT jobs

Males 80.7% Males 5.88%

Females 19.3% Females 94.12%


Age Distribution (excluding Day Labour)

Under 24 25 - 34 35 - 44 45 - 54 55 - 64 Over 64

10

20

30

40

50

5

15

25

35

45

Local government has a high number of mature age workers compared to the national average for industries. Within NSW local councils 52% of the workforce is aged between 35 and 54 years and 20% aged 55 years and over. (2010 Census of Local Government Employees: Report on Findings – August 2011)

In comparison, currently, BSC has almost 56% of its current workforce between the ages of 35 and 54 years and 31% aged 55 years and over (excluding Day Labour). This latter figure has deteriorated since June 2009 where Council’s records show 27% of staff were aged 55 years and older. In addition, over half of those staff aged over 55 years are outdoor workers involved primarily in manual tasks. Without sustained positive action Council’s workforce will continue to age at an increasing rate.

Length of Service (excluding Day Labour)

0

10

20

30

40

50

<1 1 - 5yrs

6 - 10 yrs

11 - 15 yrs

16 - 20yrs

21 - 25yrs

26 - 30yrs

31 - 35yrs

Over half (53.5%) of our staff have 5 years or less service with Council reflecting turnover replacement of the past years. 34.5% of staff have greater than 10 years service. These figures indicate a need for effective corporate knowledge capture and transfer as those with longer service potentially seek career progression outside of Council or move towards retirement.

Staff survey feedback indicates staff are attracted to work for BSC, and stay with Council, for the following main reasons:


• Lifestyle • Beautyoflocation • Work/familybalance • Jobsecurityandflexibility • Typeandvarietyofwork • Friendly,supportivecolleagues • Makingadifferencewithinthecommunity • Localemploymentandconvenienttotraveltoandfromwork • Workingconditions

This is similar to national research of LG employees which cites “transportable skills, good conditions, secure employment and the ability to work across the country” as being key “selling points” for the industry. These are aspects that need to be highlighted and promoted in our recruitment and careers promotional efforts.

Trainee/Apprenticeship Program

BSC supports a number of existing permanent staff with their further education and has been successful, in many cases, in gaining government training subsidies (incentives) to defray the costs associated with these studies.

Council does not currently have entry level trainees or apprentices that are in addition to approved FTE. Council should explore “hosting” school based trainees, new entrant trainees and new entrant apprentices. “Hosting” is where a third party Group Training Company engages a trainee or apprentice, becoming their legal employer, and then “hires them out” to a Host Employer for on the job training and work experience. If the Host Employer cannot continue with the arrangement e.g., due to lack of work or inability to provide training, then the trainee is relocated to another Host Employer.

This arrangement could provide a number of benefits to Council including:

• Developingtheskillsofourlocalworkforceandbuildingapositiveemploymentbrand• Providingasourceofqualifiedtradespeopleatreducedcost(traineewagescales)• Allowingustoassessatrainee’ssuitabilityforfuturepermanentvacancieswithoutlongterm

commitment

Staff Turnover

Financial Year 2008/09 2009/10 2010/11

4.3% 10.3% 8.9%

The main drivers for staff exits, unrelated to retirements or ill-health, are:

• Lackofcareeropportunities• Uncompetitivesalary• Noreward/recognitionforperformance• Dissatisfiedwithseniormanagement

In addition, 20% of respondents to the 2009 staff survey indicated they were either “definitely” or “possibly” retiring within the next 5 years. The departments with the greatest proportion of survey respondents considering retirement were Water and Sewer and the Works Department.


Recruitment Cycle

Financial Year 2008/09 2009/10 2010/11

Weeks 4.8 5.9 8.7

In recent years Council has experienced difficulty in recruiting to the following positions:

• WasteWaterOperator• WorksSupervisorBridge• Accountant• GrantsOfficer• Mechanic• On-siteSewerageManagementSystemProjectOfficer

This has necessitated additional sourcing efforts such as re-advertising and the use of recruitment firms to identify a suitable pool of applicants.

The increase in time to hire (i.e. from application closing date to job offer) during 2010/11 can be explained by the introduction of practical assessments for 4 plant operator vacancies which lengthened the recruitment for each by approximately 4 weeks.

Mission or Service Critical Positions

As part of our succession planning activities, Council’s executive team have identified that a number of positions are critical to the ongoing functioning of Council’s operations. If these positions were left unfilled in the short term this could have a detrimental impact on the delivery of services or achievement of organisational goals. These critical positions have been identified at all levels of the organisation, not just at management and senior levels. Many of these positions are considered critical for a variety of reasons, including community/customer demand or due to the specialised nature of the position.

Works DepartmentWorks Supervisor BridgeProject ManagerGanger – BitumenFinal Trim Grader Operator

EngineeringWorkshop Supervisor

Corporate ServicesAccountantRevenue Supervisor

Environmental Health and PlanningRangerLand Information Officer

To minimise any detrimental effects that could be caused by an employee leaving a critical position Council must ensure ongoing succession planning is undertaken for these as well as other key positions. Of key concern to Council is the degree of difficulty already experienced with hiring to some of these critical positions e.g., Works Supervisor Bridge and Accountant. This makes succession planning efforts for these roles even more critical.


Overtime

Across the board, there are segments of our workforce that regularly work beyond set hours. The need to address this issue is recognised. The reasons for the additional hours and options to reduce these are currently being discussed by the CET and relevant members of the management team. The focus areas are:

• CorporateServices • RaleighConstructionteam• WaterandSewerageteam • RaleighMaintenanceteam• DorrigoWorksteam • RaleighPlantteam• Bridgeteam

Identification of Position and/or Skill Changes

Having regard to the expectations of our Community Strategic Plan as well as those emanating from the NSW Government’s Destination 2036 discussion paper on the future of local government, and given our understanding of future and anticipated changes in services, expectations and legislation/regulatory requirements, the following new skills, positions or additional focus are considered required within Council:

• Corporateplanningandreporting• Communityandstakeholderengagementandpartnering• Marketing,includingonlineexperience,andpublic/mediarelations• Customerserviceleadership• Grantfundingidentification,applicationandmanagement• Communitydevelopmentandservices• Economic/businessdevelopment• Businessandprocessimprovement• Governanceandcompliance• Sustainability,climatechangeandriverhealthmanagement• Environmentalanalysisandimpactassessment• Managementofon-sitesewagesystems• Assetprotectionactivitiesandbusinesscontinuityprocesses• Crossfunctionaladministrativesupport• Payrollmanagement• Facilitiesmanagement• Contractmanagement• Projectmanagement• Leadingteamsandfacilitatingchange• Communicationandconflictresolution• Networkingandpresentationskills The impact of the skills and focus areas identified above are to be addressed in the organisation structure review as outlined in the Blackadder report.


BSC Workforce Challenges and Critical Issues

Having regard to the foregoing, the following issues are identified as being of critical importance and/or key challenges in the management and development of BSC’s human resources and the delivery of Council’s strategic objectives:

• Ourageingworkforceandtheprojecteddecreaseinyoungandskilledpeopleavailabletoreplenishturnover;

• Identifyingandwooingnewtalentwhilecontinuingtoengageexistingemployees;• Ensuringthecompositionoftheworkforcerepresentsthediversityofthecommunity;• Retainingkeyworkerswithcriticalskillsandexperienceinahighlycompetitivejobmarket;• Retainingandoptimisingthecontributionofmatureagedworkerswhilemaintainingtheirhealthandwellbeing;

• Successfuladoptionofnewtechnologies,newmanagementsystemsandnewmethodsofworkinordertogaingreaterefficienciesandprovidebetterservice;

• Accommodatingthedifferingneedsofamulti-generationalworkforce;• Beingabletooffercareeradvancementatthespeedinwhichemployeesexpect,particularlyfortheyoungergenerationofemployees;

• Providingareasonablebudgetforthecostoflearninganddevelopmenttoensureourworkforceskillskeeppace;

• Addressingthelimitedopportunitytorecogniseeffortand“payforexemplaryperformance”;• Identifyingandpromotingnon-financialmeanstoattractandretainstaff;• Addressingcurrentidentifiedskillsandresourcegapsinafinanciallysustainableway;• Meetingthedemandsofthebusinesswithoutundulystretchingthecapacityoftheworkforce;• Accommodatingemploymentflexibilityinresponsetoindividualneedsforwork/lifebalance;• CreatingopportunitiesforcontinuouslearningparticularlyforgenerationsXandY;• Addressinglackofcareerprogressionbycreatingchallengeforemployees;• Buildingaculturethatisperformancefocussedandproactiveinseekingtodeliverservicesasefficientlyaspossible;

• IdentifyingfurtheropportunitiestodeliversharedservicesinpartnershipwithotherCouncils;• Creatinggreaterworkforceflexibilitysuchasmoremulti-skilledteamsinordertocoverchangingworkloadandpriorities;

• Capturingandtransferringcorporateknowledgeandknow-howpriortoemployee’sleaving.

Conclusion

BSC has a passionate and committed group of employees who value the opportunity to work locally and contribute in a meaningful way to their community. However, we have a wide range of workforce related challenges ahead. Some of these challenges are common to all industries and organisations, some are unique to local government and some are very specific to our locality and our workplace. If we are to attract, develop and retain a workforce that is capable of meeting the aspirations and goals of our community, keep pace with changing expectations, plus address some of the long-standing concerns held by staff then we must invest in, support and motivate our employees in significantly different ways to the past.


Workforce Management Strategies

In addition to the recommendations for structural change contained within the Blackadder Report the following strategies are recommended in order to address the challenges and close the gaps identified in this workforce management plan and ensure Council can attract, develop and retain highly skilled staff.

Note: Actions anticipated for the 2012/13 and 2013/14 financial years are considered as high priority. Those anticipated for 2014/15 and 2015/16 are considered as medium term priorities.

ATTRACT

Our aim is to:

• WidenourtalentpoolbydevelopingapositiveandengagingemploymentbrandwhichpromotesCouncil within the local community and beyond.

• Createandmaintainaworkforcethatreflectsthediversityofourcommunity.

Action

New Initiatives 12/13 13/14 14/15 15/16

Introduce employee referral program √ √ √

Expand the variety of media used to attract candidates √

Develop BSC careers site √

Move to online recruitment processes to improve efficiencies and time to hire √

Incorporate other “best practice” assessment methods into selection process including “emotional intelligence” screening for management positions

√ √ √ √

Collect and report on “candidate source” data √ √ √ √

Participate in MIDGOC Cadet Work Placement Model (pilot)

8 Councils share 5 cadets – 1 year pilot program with funding requested from Building Australia’s Future Workforce (BAFW) Flexible Funding Pool.

√ √ √ √

Recruit “hosted” trainees and apprentices (establish target of 5% of total workforce)

- 2 x school based trainees - 3 x new entrant trainees - 2 x new entrant apprenticeships - 1 x disability placement

√ √ √ √

“Tap into” volunteer workforce for future vacancies √ √ √ √

Register for 50:50 Vision – Councils for Gender Equity Program (national accreditation and awards program)

Achieve minimum of Bronze Award

√

√

Conduct annual remuneration benchmarking to determine pay competitiveness √ √ √ √

Recommended PriorityYear 20-


Action

Continuing Initiatives 12/13 13/14 14/15 15/16

Strengthen relationships with high schools, universities, TAFE and other source organisations √ √ √ √

Continue implementation of Council’s current Equity and Diversity Plan √ √

Develop and implement new Equity and Diversity Plan √ √

Increase involvement in student work experience programs

Participate in Bellingen Shire “learning initiative”√ √ √ √

Updatepositiondescriptionstobetterreflectkeyresponsibilities and competencies √ √ √ √

Identify/support opportunities for resource sharing with other Councils √ √ √ √

DEVELOP

Our aim is to:

• Createaworkforcethatiscommittedandtalentedandwhoarewillingtolearnanddevelopinorderto take the organisation forward.

• Reinforcebehaviourwhichisconsistentwithourorganisationcultureandincreasesoperationalexcellence at all levels in the organisation.

• Valueandretainexperiencewhileatthesametimegrowtalentandcreatecareerdevelopmentopportunities.

• Developtheteammanagementandleadershipcapabilityofourcurrentandfutureleaders.

Action

New Initiatives 12/13 13/14 14/15 15/16

Centralise bulk of training budgets to better enable group priorities to be addressed and increase purchasing power √ √ √ √

Develop a system to capture, collate and track organisational training needs √

Develop competency profile for CET √

Introduce multi-rater feedback for CET, Managers and Supervisors √ √

Increase investment in management and leadership training priorities √ √ √ √

Conduct project management training for identified staff or provide support for related qualification √ √

Developinductionprogram(includingforvolunteers); √




Action

New Initiatives 12/13 13/14 14/15 15/16

Deliver compliance and regulatory training via e-learning √ √ √ √

Develop coordinated training plan with ITS to specifically support IT systems upgrades, changes and utilisation √ √ √ √

UpdateEducationAssistancePolicyandre-launchtostaff √

UndertakeregularsuccessionplanningreviewswithCET-development planning for key people and succession plans for critical positions

√ √ √ √

Participate in LGMA mentoring program √ √ √ √

Develop a staff exchange program with targeted organisations to broaden experience and enhance relationships with strategic partners e.g., at other Councils, SCU,RTA

√

Provide job rotation opportunities for staff via “internal job exchange program” √ √ √

Continuing Initiatives

Integrate recently developed competency profiles (Attachments A and B) into HR tools and processes √

Identify external funding opportunities for training and education √ √ √ √

Maintain essential tickets and licences based on operational needs √ √ √ √



RETAIN

Our aim is to:

• Buildanenvironmentthatencouragesaccountabilityandrewardsperformance.• Offerexcellentworkingconditionsanda“familyandlifestylefriendly”environmentthatbuildsour

reputation as an employer of choice. • Re-engagewiththeworkforceandimproveteamworkandcommunication,upanddownthe

organisation.• Focusonthehealthandwellbeingofouremployeesandincreasethelongevityandenjoymentof

their working lives.

Action

New Initiatives 12/13 13/14 14/15 15/16

Implement recommendations from organisation structure review √ √

Review job grading and salary system with a view to introducing greater differentiation between levels of work and key skills/positions

√

Develop and implement a reward and recognition program √ √ √

Implement a performance management system which enables improved alignment with Council’s Delivery Program and Operational Plan

√

Introduce retention interviews √ √ √

Gather and report exit interview data √ √ √ √

Extend the variety of flexible working arrangements available to all staff and create tools and guidelines to facilitate √ √ √

Develop transition to retirement policy √

Establish “staying connected” program for ex staff and those on extended leave √ √ √

Establish internal communication program to encompass all staff √ √ √ √

Implement ideas for improved cross functional communication such as agenda and minute sharing, cross team delegates

√ √ √ √

Create “innovation forums” or staff “think tanks” to enable ideas for change and improvement to surface directly to “the top”.

√ √ √ √

With ITS introduce knowledge transfer and capture initiatives √

Implement changes arising from new WHS Act √

Introduce greater worker control over timing and methods of manual work √ √ √ √

Develop leave accrual policy to ensure employees take regular breaks √



Action

Continuing Initiatives 12/13 13/14 14/15 15/16

Conduct bi-annual staff satisfaction survey √ √

Maintain staff health programs aimed at increasing health, functional capacity and wellbeing √ √ √ √

Promote the Employee Assistance Program √ √ √ √

Improve work task design to minimise injury/strain risks √ √ √ √

Continue proactive management of Return to Work Program √ √ √ √



Monitoring and Reporting our Success:

The following schedule has been developed to track and monitor the progress of our Workforce Management Plan:

What will be reported Audience Frequency Generated By

Turnover Trends all staff (overall % and by gender)

CET & Management Group

Qtrly OD

Workforce Profile CET & Management Group

Annual OD

Gender Balance CET & Management Group

Annual OD

Employment Status (% FT, % PT, % temp contracts, % casuals)


Annual OD

Age Profile CET & Management Group

Annual OD

Number of Candidates CET & Management Group

Qtrly OD

Candidate Source CET & Management Group

Qtrly OD

Time to Hire CET & Management Group

Qtrly OD

Recruitment Advertising Costs


Qtrly OD

Staff Survey Results (satisfaction index to be agreed)

All Staff Bi-annual OD

Overtime and TIL per month


Monthly Payroll

Performance Review completion rates


Qtrly OD

Number of disciplinary matters and grievances

CET Bi-annual OD

Workers Compensation Claims


Bi-annual WHS

Claims resulting in “days lost”


Bi-annual WHS

Days lost due to injury CET & Management Group

Bi-annual WHS


Table 1 - A summary of the common themes gathered from staff feedback processes

Issue

Staf

f Su

rvey

1999

WM

P S

urve

y

Wo

rks

Sup

ervi

sors

EH

&P

TE

R

Staf

f R

efer

ence

G

roup

2012

Workload

Lack of resources (people and budget) X X X X

Increasing demands and expectations X X

Volume of regulatory and legislative changes X

Administrative and information overload X

Workload imbalance X

Lack of flexibility in resource allocation X X

Skills

Lack of IT skills and ability to optimise various systems X

Systems and Processes

Ineffective IT systems X

Leadership and Culture

Poor team work (silo mentality) X X X X X

Inconsistent management skills/practices X X X X

Poor internal communication X X X X X

Lack of direction X X X

Lack of understanding of roles and responsibilities of others X X

Lack of accountability X X X X

Inability to deal with poor performers in a timely way X X X X

Pay and Career

Limitations of current pay system (no pay for performance) X X X X X

Lack of reward and recognition X X X X

Limited career path and/or professional development X X X X

Other

Ageing workforce X

Council amalgamations X


References

HR Monthly February 2012 “An age-old issue” by Geoff Pearman

2010 Census of Local Government Employees: Report on Findings – August 2011

Bellingen Shire Economic Profile 2011

Government Skills Australia (GSA) 2010 Environmental Scan

Australian Bureau of Statistics 2006 Census - Bellingen LGA

Government Skills Australia (GSA) 2009 Bellingen Shire Council Workforce Development Report


Attachment A:

Bellingen Shire Council Core Competencies (apply to all roles within Council)

September 2011

RESPECT

Definition: Works with others in a way that acknowledges and values their skills, contribution and perspective

Key Actions:

-Contributestoaninclusiveenvironment;doesnotengageindivisivebehaviour

- Treats others with dignity, respect and fairness

- Maintains diplomacy and tact in challenging situations

- Interacts with others in a constructive and productive way

- Respects and appreciates individual differences

- Takes responsibility for their words and actions

- Gives proper credit to others

- Speaks positively about others and does not engage in bad mouthing

- Addresses concerns with colleagues appropriately

- Is sensitive to the culture and values of others

- Displays patience and remains calm in pressured or difficult situations

PROFESSIONALISM

Definition: Abides by the Code of Conduct and models Council’s values; Takes responsibility for successfully completing projects or tasks; Demonstrates initiative and a “can do” mindset

Key Actions:

- Reliable, punctual and keeps appointments

- Completes work efficiently, on time and consistently to the required standard

- Takes pride in their work and demonstrates a commitment to quality and continuous improvement

- Actively identifies and suggests opportunities for improvement to own work and the work of the team

- Willing to try new approaches, is quick to learn and readily adapts to changes

- Takes ownership of their personal learning and development

- Takes care of, and maintains, Council plant and equipment, including PPE, mobile phones, laptops, vehicles etc.

- Takes work safety and employee wellbeing seriously and contributes to a healthy and positive work environment

- Works within the standards identified in the WH&S Management System

- Is proactive in identifying hazards and taking appropriate steps to mitigate risks


INTEGRITY

Definition: Acts in accordance with sound moral and ethical principles and displays honesty and sincerity

Key Actions:

- Is reliable and dependable

- Remains open to ideas – listens to others and objectively considers others’ ideas and opinions, even when they conflict with one’s own

- Is open about personal levels of competence

- Works within the law, regulations, policies and procedures of Council and the Local Government sector

- Recognises the role and purpose of Council and acts in the public interest

- Discloses any real or potential conflicts of interest

- Remains unbiased and makes decisions after considering all available information

- Acts in an open and transparent manner in all business dealings and administrative activities

-Understandsandrespectstheneedforconfidentialityinallbusinessdealings

COMMUNICATION

Definition: Contributes towards the achievement of Council’s goals through consistent and effective interactions with others

Key Actions:

- Conveys clear and concise information, verbally or in written form, that meets the needs of the intended audience

- Can explain information or ideas clearly and succinctly

- Listens actively to others and demonstrates understanding and interest

- Interacts openly – shares thoughts, feelings, and the basis for their views

- Adapts communication style and form of communication to the needs of the audience and the situation

- Maintains professional approach in terms of tone, terminology, body language, humour etc

- Shares important or relevant information with team-members and others in order to get the job done

- Demonstrates understanding of Council’s structure and an appreciation of the role and function of others

SERVICE ETHIC/COMMITMENT

Definition: Makes the needs of the community and key stakeholders a primary focus of their actions; Strives for standards of excellence and superior service

Key Actions:

- Takes actions that demonstrates service quality is a priority

- Is accessible and responsive to customers (including internal customers and team members) and takes customer feedback/issues seriously

- Delivers on commitments in a timely manner

- Does not over commit self and others

- Seeks to understand customer/community needs and expectations

- Takes ownership for solving problems and removing barriers to service

- Follows up to ensure that commitments made to customers have been carried out

- Identifies and suggests opportunities for service improvement

- Takes actions that contribute to building a positive image and profile of Council within the community


TEAM WORK

Definition: Identifies opportunities and takes action to build collaborative and cooperative relationships with others in order to achieve common goals

Key Actions:

- Proactively builds effective working relationships

- Discusses workload and priorities with Manager so that resources can be appropriately allocated

- Cooperates with others in order to achieve broader goals

- Places higher priority on team or organization goals rather than on their own agenda

- Asks for help, when needed

- Offers to help other team members

- Diffuses conflict and adopts a cooperative, partnership approach to solving problems

- Shares ideas and provides support for the ideas of others

- Gets the right people involved in issues irrespective of structural boundaries


Attachment B:

Bellingen Shire Council People Management Competencies

September 2011

ALIGNING PERFORMANCE FOR TEAM SUCCESS

Definition: Fosters support, commitment and action towards a common goal; Focuses and guides others in achieving work goals;

Key Actions:

• Ensures the purpose and importance of the team are clear

• Clarifies roles and responsibilities of team members

• Ensures staff have a clear understanding of how their role fits into the department and Council’s objectives

• Collaboratively works with direct reports to set meaningful performance objectives

• Identifies appropriate measures to determine goal achievement

• Identifies behaviours, knowledge and skills required to achieve goals

• Conveys personal enthusiasm for organisational and team goals

• Focuses people and resources on key priorities

• Maintains a sense of urgency and direction

• Recognizes and rewards performance and other accomplishments

MANAGING PERFORMANCE

Definition: Personally commits to results; Motivates others to take actions that support Council’s goals and that are consistent with our vision and values;

Key Actions:

• Demonstrates personal commitment to the team

• Champions the needs of the team

• Meets stated Department objectives and commitments

• Accepts responsibility for results

• Sees obstacles to achieving important objectives and develops alternative approaches

• Eliminates barriers and bureaucracy

• Prioritises and resolves issues

• Is visible and accessible to staff

• Takes action when aware of activities or behaviour which is inconsistent with Council’s values and business ethics

• Tracks performance and regularly provides feedback on progress and results

• Regularly celebrates achievements with the team


DEVELOPING OTHERS

Definition: Provides timely feedback and coaching to help others strengthen performance; Champions learning; Plans and supports the development of individual’s and the team

Key Actions:

• Objectively coaches and guides staff towards completion of individual and team goals

• Gives regular and timely feedback

• Deals promptly with performance shortfalls

• Identifies specific behaviour that is presenting a problem

• Provides constructive suggestions on how performance can be improved

• Ensures all staff members have a training and development plan

• Provides staff with opportunities to develop their skills for personal and career growth

• Handlesstaffconflictseffectively;surfacesandresolvesteamproblemsandlowmorale

• Acknowledges positive work efforts

• Establishes a culture where diversity is genuinely valued and the benefits are maximised

• Adopts a management style that is inclusive - demonstrates zero tolerance of discriminatory practices, bullying and harassment

BUILDING RELATIONSHIPS

Definition: Identifies opportunities and takes action to build collaborative relationships between one’s area and other areas, Councillors, citizens or organisations to help achieve mutual goals

Key Actions:

• Proactively builds effective working relationships – internally and externally

• Establishes contacts that will benefit the Council regionally and nationally

• Builds Council’s profile with the community and other organisations

• Interacts openly and candidly - exchanges information with potential partners

• Cooperates with other managers to achieve broader goals

• Places higher priority on team, organisation or community goals as opposed to personal goals

• Demonstrates a willingness to work collaboratively across Council and with external organisations

• Rewards and encourages staff to work collaboratively

• Engages with Councillors in an appropriate, constructive and effective manner


INFORMATION ANALYSIS AND DECISION-MAKING

Definition: Identifies and understands issues, problems and opportunities; Seeks and compares data from variety of sources; Takes action consistent with available facts, constraints and probable consequences

Key Actions:

• Seeks out available information from multiple sources

• Critically evaluates information and diagnoses problems effectively

• Understandsandsimplifiescomplexissues

• Identifies key issues

• Sees longer term impact

• Makes appropriate linkages and conclusions

• Recognizes early warning signs

• Takes hard decisions when necessary

• Is conscious of the impact Council’s decisions have on those who live and work within or visit the Shire

• Considers the community and financial impact of decisions – works within allocated funds and optimises cost/benefit

• Avoids knee jerk reactions to issues

• Demonstrates consistency in decision-making approach and outcomes

• Takes a considered and consultative approach to decision making

• Does not allow personal prejudice to cloud own judgements

SERVICE LEADERSHIP

Definition: Makes the needs of the community and key stakeholders a primary focus of their actions; Strives for standards of excellence and superior service;

Key Actions:

• Builds relationships with community members and key stakeholders in order to anticipate needs and improve service

• Is able to see the organization through the eyes of the community

• Makes exposure to the customer a high priority for self and team members

• Builds a strong and knowledgeable team, making quality service an acknowledged priority

• Follows up customer issues effectively, taking a personal interest in problems and their solution – ensures we deliver on commitments

• Anticipates problems and potential barriers to address them before they become bigger issues

• Investigates any shortcomings in service delivery and strives to remedy any problems as quickly as possible

• Generates new ideas to improve service delivery

• Monitors service provision to ensure standards are achieved and improvements introduced


MANAGING PROJECTS/OUTCOMES

Definition: Determines project/assignment requirements, prioritises and schedules appropriately, leverages resources and stays focused

Key Actions:

• Establishes structured, logical implementation plans and develops timelines

• Detail and priorities are sound

• Creates a sense of ownership for the project/outcomes

• Involves people in planning and problem solving

• Delegates appropriately based on skill, experience and growth opportunity

• Follows up, reviews progress and establishes contingency plans

• Keeps people informed

• Manages team resources to achieve optimum results

• Coordinates cross function resources to meet commitments

• Spends time on the most important priorities

• Meets standards and deadlines

• Provides early warning if deadlines become compromised and presents alternatives

• Maintains compliance/reporting requirements

• Takes advantage of recognised purchasing arrangements

• Ensures material sources and supplies are environmentally friendly and strives to reduce wastage

FOSTERING A “SAFETY FIRST” CULTURE

Definition: Makes employee safety and wellbeing a priority; fulfils their responsibilities with regard to WH&S and risk management; understands the moral and business imperative; “walks the talk”

Key Actions:

• Promotes a culture of safety, health and wellbeing – ensures staff are adequately trained in order to meet their WH&S responsibilities

• Regularly discusses WH&S issues with staff and suggests changes/improvements to systems and practices

• Ensures related policies and procedures are integrated with day to day work practices

• Monitors WH&S performance in their work area to ensure compliance

• Ensures staff are aware of injury management, accident and incident reporting procedures

• Participates in and implements risk management processes

• Identifies, assesses and controls hazards

• Promotes a culture of risk awareness

• Ensures effective systems are in place to protect people and provide a safe working environment

• Encourages staff to report dangerous or abusive practices

• Takes appropriate action to remedy concerns

• Shapes the work environment so that people feel positive and conflict is minimised

• Is an example of good work-life balance

• Recognises and addresses sources of unsustainable stress in the workplace


FACILITATING CHANGE AND PROMOTING INNOVATION

Definition: Encourages others to seek opportunities for different and innovative approaches to addressing problems and opportunities; facilitates the acceptance of change within the workplace

Key Actions:

• Approaches change positively

• Readily tries new approaches

• Does not persist with ineffective practices/behaviours

• Speaks positively about change to others

• Is personally willing to step out of comfort zone

• Sensitive to the impact of change on others

• Assists others to deal with the consequences of change

• Acts as a role model by challenging the status quo to improve performance

• Thinks outside the box

• Encourages and explores new ideas raised by team members

• Rewards creativity

• Actively supports the development and implementation of new processes and procedures

• Seeks out best practice and benchmarks of excellence

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