National Skills Shortage Strategy for Local Government

National Skills Shortage Strategy for Local Government

New ways of thinking –Doing business differently

National Local Government Skills Shortage Steering Committee

May 2007

Local Government Managers Australia

PO Box 615

Port Melbourne VIC 3207

T: 03 9676 2755

F: 03 9676 2311

Email: [email protected]

Website: www.lgma.org.au

The National Skills Shortage Strategy for Local

Government was researched and developed by

Bev Kliger under the auspice of the National Local

Government Skills Shortage Steering Committee.

The National Skills Shortage Strategy for Local

Government was funded by the members of the

National Local Government Skills Shortage

Steering Committee.

May 2007

3National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

ContentsGlossary of Terms ___________________________ 3

Acknowledgements __________________________ 4

Executive Summary __________________________ 6

Section 1: Local Government National

Alliance - Addressing a National Issue _______ 16

1.2 Purpose of the Strategy ___________________ 17

1.3 Background _____________________________ 18

1.3.1 National Skills Shortage Forum

– April 2006 ______________________ 18

1.3.2 National Local Government Skills

Shortage Steering Committee _______ 19

1.3.3 The Importance of Local

Government – Why it matters _______ 19

1.3.4 Delivering Key Government

Services _________________________ 20

1.3.5 Significant Role in the Australian

Economy ________________________ 21

1.3.6 Local Government a Major

Employer ________________________ 22

Section 2: Skills Shortage and

Local Communities _________________________ 23

2.1 What is Skills Shortage? __________________ 23

2.1.1 The Causes ______________________ 23

2.2 How dramatic is skills shortage for

Local Government? ______________________ 25

2.3 Impact of Skill Shortage – Why it matters ____ 31

Section 3: Snap Shot of Current Work on

Skills Shortage and Workforce Planning ______ 33

3.1 State projects ___________________________ 33

3.1.1 Skills Shortage and Workforce

Planning _________________________ 33

3.1.2 Ageing Workforce _________________ 34

3.1.3 Attraction Strategies / Employer

of Choice ________________________ 35

3.1.4 Careers Marketing _________________ 36

3.1.5 Education and Training _____________ 37

3.1.6 Para-professionals Strategies _______ 38

3.1.7 Additional Strategies _______________ 39

Section 4: Strategic Response to

Skills Shortage _____________________________ 40

4.1 Introduction _____________________________ 40

4.2 National Skills Shortage Strategy for Local

Government ____________________________ 40

4.2.1 Vision ___________________________ 40

4.2.2 Mission __________________________ 40

4.2.3 Aims ____________________________ 40

4.2.4 Strategic Objectives _______________ 41

4.3 Platform of Initiatives _____________________ 42

4.4 Strategic Objectives ______________________ 43

4.4.1 Strategic Objective 1. – Local

Government Career Pathways ______ 44

4.4.2 Strategic Objective 2. – Leadership

in Local Government _______________ 50

4.4.3 Strategic Objective 3. – Local

Government an Employer of Choice __ 55

4.4.4 Strategic Objective 4. Image ________ 60

Section 5: Strategies for the Future __________ 63

5.1 Recommendations for Action _______________ 63

5.2 Key Initiatives for Action ____________________ 66

5.2.1 Local Government Centre for

Excellence (Leadership). ____________ 66

5.2.2 New Ways of Working _____________ 67

5.2.3 Training and Professional

Development _____________________ 67

5.2.4 New Worker Attraction _____________ 68

5.2.5 Promoting Local Government as

Employer of Choice ________________ 68

References _________________________________ 70

4

Natio

nal S

kills Shortage Strategy for Local Government – May 2007

Glossary of Terms BTRE BUREAU OF TRANSPORT AND REGIONAL ECONOMICS

DEST Department of Education, Science and Training

DEWR Department of Employment and Workplace Relations

DIMA Department of Immigration and Multicultural Affairs

The Department changed its title in early 2007 to Department of Immigration and

Citizenship

DOTARS Department of Transport and Regional Services

Generation Y Australians born between 1980 and 1994, the students in secondary and tertiary education

and those entering the workforce.

LGMA National Local Government Managers Australia

Skills Shortage “A skill shortage exists when the demand for workers for a particular occupation is greater

than the supply of workers who are qualified, available and willing to work under existing

market conditions.”

Steering Committee The Local Government Skills Shortage Steering Committee

The Strategy The National Skills Shortage Strategy for Local Government

5National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

AcknowledgementsMany people assisted in the development of the

Strategy, providing valuable insight, information and

expertise. It is impossible to thank all the individuals,

however of particular importance and value was the

information provided by representatives from Local

Government and peak professional bodies who raised

issues and provided examples of good practices.

The depth of knowledge and expertise offered by

the members of the National Skills Shortage Steering

Committee to the project management team ensured

that the Strategy was comprehensive and well

thought-out. The input from the Steering Committee

was keenly appreciated as members and proxy

representatives of the Steering Committee provided

their time voluntarily. The Steering Committee

members and proxy representatives are:

Lyn Russell Director, Local Government

Managers Australia

Chair of the Steering Committee)

Ray Pincombe Executive Member, Local

Government Managers

Australia

Chris Champion National CEO, Institute of Public

Works Engineering

Australia

Jenny Merkus President, Local Government

Community Services

Association of Australia

Michael Sewell Convenor, Local Government

Finance Professionals NSW

Kevin Skauge Chief Executive Officer, Australian

Institute of Building Surveyors

Kevin Lowe National Director, Parks and

Leisure Australia

Leo Jensen Chair, Local Government Planning

Network (Representing the

Planning Institute of Australia)

Heather Nash Representing, Australian Library

and Information Association

Ross Moody Executive Officer, Institute of Public

Works Engineering Australia (WA)

Liz Razzano Representing, Local Government

Human Resource Managers

Gill Hallam Representing, Australian Library

and Information Association

Bruce Morton President, Australian Institute of

Environmental Health

Adrian Beresford Wylie CEO, Australian Local

Government Association

Kaye Mills Manager, Queensland Division,

Planning Institute of Australia

Waikay Lau National CEO, Australian Institute

of Environmental Health

Di Jay National CEO, Planning Institute of

Australia

Sue Hutley CEO, Australian Library and

Information Association

Bill Burns Executive Officer, Australian

Institute of Building Surveyors

6

Natio

nal S


Executive SummaryIntroduction

Australia is confronted with the global phenomena

of technological and demographic changes that are

slowing growth of the workforce and dramatically

changing the way we work1. These national and

global trends are contributing to the skills shortage

threatening Australian Local Government.

Local Government is an employment and economic

driver that delivers key social, environmental and

economic services to communities across Australia2.

To be effective, Local Government requires a skilled

workforce, but it competes with other tiers of

government and the private sector to attract and retain

skilled staff.

Nonetheless, Local Government is well positioned to

address skills shortages. Local Government across

Australia is developing a diverse range of workforce

planning initiatives that take into account the different

aspects of regional, rural and urban locations. These

workforce initiatives include new ways of working with

each other, with local businesses and communities,

and with its current workforce.

The breadth and diversity of issues faced by Local

Government in addressing skills shortages are

reflective of the challenges faced by other professions

and industries in Australia. Consequently, investment

in the strategies proposed in this National Skills

Shortage Strategy for Local Government (the Strategy)

provides a unique opportunity to demonstrate the

extensive array of innovations in workforce planning

and development. Moreover, Local Government

innovations to address skills shortage could be

emulated by other sectors, organisations and

industries.

This Strategy has been created through the

collaboration of national peak professional bodies

who have established a National Local Government

Skills Shortage Steering Committee (the Steering

Committee). The Strategy’s intended audience

includes the Local Government sector, State,

Territory and Commonwealth Governments,

peak professional bodies, and education

and training organisations.

This Strategy is developed with a view to focusing

action across the sector on key elements that will

address the effects of skills shortage and seek

resources and support from stakeholders for

implementation of various responses.

National Skills Shortage Forum

In April 2006, Local Government Managers Australia

(LGMA) facilitated a Skills Shortage Forum in Canberra

to explore and define skills shortage issues in Local

Government.

At the Forum, the Local Government peak professional

bodies committed to work with their members and their

sector to ensure Local Government services continue

to meet community needs and expectations by:

• Defining what Local Government stands for and

promoting a sector-wide approach to presenting

a positive image

• Educating, raising awareness and establishing

pathways to diverse careers in Local Government

• Building modern Local Governments,

characterised by new styles of leadership, that

will encourage new ways of doing things through

empowerment, knowledge building, work

re-design and use of technology

• Transforming Local Government into an employer

of choice through adoption of leading HR

practices.

An outcome of the Forum was the formation of a

National Local Government Skills Shortage Steering

Committee to:

• Audit current initiatives being undertaken to

address the Skills Shortage issues in Local

Government

• Identify and consider the gaps in the various

initiatives being undertaken

• Develop and promote coordinated sector-wide

strategies to address Local Government Skills

Shortage issues

• Negotiate with and advocate to relevant State,

Territory and Commonwealth agencies to

1 Leitch 2006 Review of Skills, Prosperity for all in the global economy – world class skills final report, Treasury www.hm-treasury.gov.uk/leitch2 Department of Transport and Regional Services (DOTARS), 2006, Local Government National Report 2004-05 on the Operation of the Local Government

(Financial Assistance) Act 1995 Appendix G

7National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

access relevant programs and secure funding

opportunities for the implementation of Local

Government Skills Shortage strategies

• Communicate the Forum outcomes and

proposed implementation plan to key

stakeholders including State, Territory and

Commonwealth Ministers responsible for Local

Government.

The Steering Committee draws on the knowledge,

interests, skills and expertise of the peak professional

bodies aligned with Local Government. It brings together

rural, regional, urban and remote Local Governments

and their peak professional bodies to develop a strategy

that sets out ways Local Government can respond to

the challenge of skills shortage. The Steering Committee

draws together representatives from:

• Australian Institute of Building Surveyors

• Australian Institute of Environmental Health

• Australian Library and Information Association

• Australian Local Government Association

• Institute of Public Works Engineering Australia

• Local Government Community Services


• Local Government Finance Professionals

• Local Government Human Resource Managers

• Local Government Managers Australia

• Parks and Leisure Australia

• Planning Institute of Australia.

The strength of the commitment of the members

of the Steering Committee is borne out with each

organisation providing funding to contract a project

manager to develop the National Skills Shortage

Strategy for Local Government.

An Important Role

Local Government is an essential component

of Australian governance, economic and social

development. Significantly, Local Government is the

major economic driver in many regional communities,

providing the majority of employment opportunities,

stimulating business and delivering social, recreational

and community services. Without effective Local

Government, local economies and communities would

struggle to operate, especially in regional Australia.

Local Government is responsible for the planning,

delivery and maintenance of key and essential

infrastructure and services to communities throughout

Australia. Increasingly, it is becoming the principal

provider of these services to local communities

on behalf of State, Territory and Commonwealth

Governments.

Local Government is also a significant employer in

Australia, employing approximately 165,000 people, or

1.3 per cent of Australia’s labour force3. Furthermore,

Local Government employment has grown by 18 per

cent in the 5 years from 2000 to 2005.

In addition, Local Government is a major contributor

to Local, State and National economies, with an

approximate expenditure of $18.3 billion, representing

2.3 per cent of Australia’s Gross Domestic Product4.

Local Government plays a key role in ensuring

economic and infrastructure development in local

communities due to its regulatory function in relation to

planning, building and resource management. At the

same time Local Government is a major provider of a

diverse range of services to local communities. These

services including roads and related infrastructure,

recreation centres, parks and gardens, community

libraries, community education and support services

as well as home and community care services for older

people and those with a disability.

The Skills Shortage Problem

Skills shortage is a major issue confronting Australia’s

workforce, as the Australian workforce is not growing

fast enough to keep up with the demand for

labour and the particular skills required by many

industries.

The labour market in Australia is ageing,

with 37 per cent of Australia’s

3 PricewaterhouseCoopers, 2006, National Financial Sustainability Study of Local Government Commissioned by the Australian Local Government Association 4 ibid page 4

8

Natio

nal S


workforce over the age of 455. At the same time, the

fall in the number of young people of working age will

lead to a drastic decline in the growth of the Australian

workforce.

As Local Government’s workforce is substantially

made up of workers over 45 years of age, it faces a

significant challenge in filling the employment gaps as

older employees retire and leave the workforce. In

particular, Local Government will feel the impact of

the reduction in Australia’s workforce as a substantive

proportion of its workforce sits within the five

occupations with the highest projected workforce

reductions:

• Intermediate Clerical/Service workers

• Professionals

• Tradespeople

• Elementary Clerical/Service workers

• Associate Professionals.

These five occupations encompass key Local

Government workforce areas, including planners,

tradespeople, environmental health officers, engineers,

building surveyors and building inspectors.

The Impact of Skills Shortage

Skills shortages undermine the capacity of Local

Government to provide essential and desirable

services, negatively impacting on local economic

development and local communities. At the same

time, the demand for Local Government services is

growing due to a combination of factors, including:

• Growth in the national economy

• Transfer of functions and responsibilities to

Local Government from State, Territory and

Commonwealth Governments

• An increase in the size of the population over

55 years of age, with associated increased

demands for recreational and community

services as people retire and pursue

leisure activities

• Accelerated demand for services and infrastructure

associated with a dramatic population growth in

regional and rural municipalities chosen for their

‘sea change’ and ‘tree change’ lifestyles

• Growth in the population over 65 years of age,

who require aged care and support services as

they become frail and infirmed, but chose to ‘age

in place’.

This increase in demand for Local Government

services is borne out in expected growth in

employment in Local Government6. However, the

ability to meet this estimated growth is dependant

upon the capacity of Local Government to find

appropriately skilled staff at the same time that it is

confronted with a current and looming skills shortage.

As a result, Local Government across Australia has

recognised the need to develop strategies that will help

them attract and retain skilled labour and professionals.

Extensive work is being undertaken on skills shortage

and workforce planning by Local Government

associations and peak professional bodies across

Australia. The work encompasses research into skills

shortage, perceptions of Local Government as an

employer, development of initiatives to promote and

develop Local Government as an employer of choice,

and investment in training programs in collaboration

with educational institutions.

The Strategy – A Response to Skills Shortage

The Strategy has been developed to:

• Present an overview of the complexity of issues

confronting Local Government

• Deliver suggested responses

• Demonstrate examples of good practices

adopted to address the complex issues relating

to skills shortages

• Propose a number of strategic approaches to

tackle the issue of skills shortage.

5 Department of Employment and Workplace Relations, 2006, Australian Jobs 20056 Government and Community Safety industry sector estimates developed by Monash University Centre of Policy Studies at December 2005

9National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

The National Strategy Vision

Australian Local Governments with the capacity to

provide a full range of high quality, best value services

and facilities that meet their communities’ needs and

expectations.

The National Strategy Mission

Maintain a strategic alliance between Local

Government peak professional bodies and Australian

Local Governments to promote workforce planning

that meets the future labour needs of Local

Government across Australia.

The National Strategy Aims

1. To provide a National Framework to assist

Local Government to respond to the challenge

of delivering efficient and effective services

when faced with the current and looming Skills

Shortages

2. To present a range of ideas on new ways for

Local Government to do business, taking into

account:

• Professional roles and tasks to be performed

• Impact of location on attracting employees

particularly in rural and regional areas

3. To promote Local Government as Employer

of Choice eg: ‘Great Place to Work’, with

opportunities at all career stages

4. To work collaboratively with key stakeholders,

including peak professional bodies, State,


to fund and implement a range of innovative

programs to address the workforce needs of

Local Government today and in the future.

A Platform of Initiatives

To aid implementation of the National Strategy, a

Platform of Initiatives (the Platform) has been created

based on the four strategic objectives of the Strategy.

The Platform demonstrates the activities, partnerships

and collaborations currently being undertaken by Local

Governments, State and National Local Government

Associations and peak professional bodies.

1. Local Government Career Pathways - To

educate, raise awareness and establish pathways

to diverse career opportunities available in Local

Government.

The current issues and strategic responses

developed include:

• Recruitment – Attracting new recruits and

offering career pathways to school leavers

and graduates through apprenticeships,

traineeships, cadetships, scholarships,

mentoring and support programs, as well as

developing para-professional careers

• Retention – Retaining existing staff and

re-engaging former employees through

professional development, re-skilling and

facilitating secondments across Local

Government and the private sector.

2. Leadership in Local Government - To build

and showcase 21st century Local Government

business practices that empower, build knowledge

and effectively use resources and technology.


developed include:

• Building strong leadership teams that enhance

the leadership capacity of Local Government

CEOs and senior staff

• Working collaboratively and cultivating alliances

across Local, State and Territory Governments

and the private sector to facilitate resource

sharing and alleviate the demand for skilled

workers

• Increasing work participation by the

underutilised local populations, to enhance

local economies, improve local employment

prospects and recognise the key role Local

Government plays in regional areas.

3. Local Government as an Employer of

Choice - To promote the use of flexible

and leading edge human resource

management practices that transforms

Local Government into an ‘employer of

choice’.

10

Natio

nal S



developed include:

• Conducting research to understand the

motivations, aspirations and needs of the

current and future workforce

• Developing flexible human resource practices

to retain the current workforce, by providing

workers with opportunities for career diversity

and flexibility that accommodates both

professional and personal aspirations.

4. Image Building – A Local Government Brand

- To develop and promote a positive public

image of Local Government as flexible, cutting

edge and responsive to its constituents – local

communities, local businesses and its workforce.


developed include:

• Establishing a national Local Government

Brand and promoting Local Government as an

industry with common values that provides a

range of services to local communities

• Promoting Local Government as an

employment and industry sector that provides

a diverse range of career and employment

opportunities.

Strategies for the Future – Recommendations for Action

Five key initiatives are proposed to address skills

shortages facing the sector. The five initiatives need

to be actioned by the Local Government sector in

collaboration with State, Territory and Commonwealth

Governments.

Establishing a virtual Local Government Centre

for Excellence would provide a unique opportunity

to showcase, promote and develop best practice

in Local Government workplace developments,

as well as all aspects of good governance and

Local Government management. The Centre

would provide information and tools to

improve Local Government operations

and performance. The activities,

information and tools that the Centre would provide

may include:

• Operating as an information clearinghouse

regarding activities being undertaken across

Australian by Local Governments and other

bodies

• Articulating the National Local Government

Employer of Choice brand and value propositions

to promote Local Government

• Developing Employer of Choice templates

and guides of good practice, to facilitate

benchmarking and the development of

responsive HR practices

• Providing a range of toolkits for the sector, for

the promotion of Local Government careers at

schools, tertiary institutions and at local, national

and international careers’ expos

• Facilitating or brokering employment exchange

programs within the Local Government sector

and between other sectors (public and private) in

Australia and internationally.

The Centre could be established and operated by an

existing peak professional body. Its implementation

may be overseen by an Advisory Committee made

up of the members of the Steering Committee.

The Advisory Committee would provide policy and

strategic planning advice for the Centre.

Through smart redesign of job functions and adopting

progressive employment practices, Local Government

can develop New Ways of Working to address the

demand side of skills shortage by:

• Developing and adopting up-to-date employment

practices and job design (eg: part-time work, job

share and family friendly work places)

• Providing career pathways for ‘para-

professionals’, thereby ensuring that Local

Government makes efficient and effective use

of professional, skilled and technical staff (eg:

planning assistants)

• Advocating for Government funded incentives to

attract and retain skilled staff in rural and remote

regions (eg: taxation incentives).

11National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

Promotion of the New Ways of Working in Local

Government could be fostered with the Minister for

Vocation Education and Training awarding Local

Government Scholarships for Leadership in Regional

Workforce Development.

A range of Local Government Training and

Professional Development projects is needed to

address supply shortage in relation to both attraction

and retention, including:

• Research and analysis of Local Government

career pathways and training and professional

development needs

• Establishment of Local Government Group

Training Enterprises to service a number of Local

Governments. The Local Government Group

Training Enterprises will:

− develop apprenticeships and traineeships in

collaboration with training providers

− organise job placements and provide

supervision and support

• Development of training programs for the mature-

aged workforce that encompasses re-skilling to

enable experienced workers to act as mentors,

coaches or trainers of newly engaged workers

• Instigating professional development programs

that facilitate the upgrading of qualifications

of current Local Government staff, as well

as secondments and exchange programs

between Local Governments and between Local

Government and the public and private sectors.

Attracting New Workers is essential if Local

Government is to tackle the decline in the natural

rejuvenation of the Australian workforce. Two key

recommendations to increase supply of Local

Government workforce are:

• Development of Employer Demand

Demonstration Projects at the regional level

for recruitment, employment and retention

of underutilised local populations groups,

including people with a disability, sole parents,

those over 50 years of age, long term

unemployed, indigenous, and refugee and

migrant communities. Such projects would

include training, support and mentoring over a

reasonably substantive period (at least 2 years) to

maintain participation in the workforce.

• Promotion and development of skilled migration

programs and protocols for Local Government,

for example:

− Establishing one of the peak professional

bodies as a designated national body that

DIMA Industry Outreach Officers work with

for the provision of service to assist Local

Governments access skilled migrants

− Developing regional skilled migration programs

with Local Government being the lead agency

collaborating with local chambers of industry

and commence.

With these strategies in place, Local Government will

be well positioned to promote itself as an Employer

of Choice. Promoting Local Government as

and Employer of Choice will assist in progressing

community understanding of Local Government and

it’s role as a responsive, community-engaged and

multifaceted sector with a multitude of diverse and

rewarding career options. This requires:

• Developing a National Local Government

Employer of Choice brand and benchmarks

for use at career expos within Australian and

overseas

• Establishing regional Employer of Choice

alliances between Local Government, Chambers

of Commerce and Industry and businesses to

promote regional employment

• Developing a national marketing campaign to

promote the national Local Government Brand.

12

Natio

nal S


Section 1: Local Government National Alliance - Addressing a National Issue

Introduction

Local Government delivers key social, environmental

and economic services to communities across

Australia7. The key attributes of Local Government

are8:

• A wide and established national network of public

administration, including a significant presence in

rural and regional Australia

• Strong links to the community and accountability

to the communities it represents

• Practical service orientation and good

organisational skills which make it capable of

innovative, speedy and flexible responses

• Embedded links with local business and industry,

putting Local Governments in a good position

to foster ‘bottom up’ approaches to regional

development

• Information dissemination to support

Commonwealth regional policy development and

implementation

• An ideal entry point for access to information

about other governments’ services and

programs.

To be effective and efficient Local Government requires

a skilled workforce. However, it is confronted with

the challenge of attracting and retaining skilled staff

against competition from other tiers of government

and the private sector. The challenge stems from

national and global demographic and technological

changes. At the same time that the Australian

population is continuing to age, resulting in

reductions in the growth of the workforce,

technological advancement is dramatically

changing the way we work9.

Local Government is well positioned to face the Skills

Shortage challenge and to develop new ways of

working with neighbouring authorities, local businesses

and its workforce.

Nonetheless, as Local Government provides a

range of services and functions across a number of

professions and trades, it is imperative that strategies

and actions are taken up by the sector as there can

be no single overarching response. Recognising this,

Local Governments across Australia have developed

a range of workforce planning initiatives to address

skills shortages. These initiatives are diverse and take

account of the different issues confronted by regional,

rural and urban Local Governments.

Thus, the breadth of the challenge and diversity of

responses instigated by Local Government represents

a microcosm of the skills shortage and work design

issues confronting a number of Australian professions

and industries. Consequently, investment in proposed

strategies set out in the National Skills Shortage

Strategy for Local Government provides a unique

opportunity to demonstrate an extensive array of

innovations in workforce planning and development

that could be emulated by other sectors, organisations

and industries.

1.2 Purpose of the Strategy

This Strategy has been developed in collaboration

with national peak professional bodies and the Local

Government sector to:

• Present a national framework of the skills

shortage challenges being experienced

• Propose a range of nationally agreed strategic

responses to address skills shortage in Local

Government requiring investment

• Outline the significant role of Local Government

in Australia’s economic prosperity, physical and

environmental development and management,

social service provision, social inclusion, and

community cohesion and stability

7 Department of Transport and Regional Services (DOTARS), 2006, Local Government National Report 2004-05 on the Operation of the Local Government (Financial Assistance) Act 1995 Appendix G

8 Cited in National Price Waterhouse Coopers, 2006, National Financial Sustainability of Local Government commissioned by Australian Local Government Association from DOTARS, Submission No 103, p 39, in House of Representatives, SCEFPA, 2003, Rates and Taxes: A Fair Share for Responsible Local Government, p 91

9 Leitch 2006 Review of Skills, Prosperity for all in the global economy – world class skills final report, Treasury www.hm-treasury.gov.uk/leitch

13National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

• Provide an overview of current activities and

innovations currently underway across Australia

by numerous Local Governments and various

professional associations.

The Strategy’s intended audience includes

individual Local Governments, State, Territory and

Commonwealth Governments, peak professional

bodies, education and training organisations, and

employer and employee organisations.

This Strategy was developed with a view to

focusing action across the sector on key elements

that will address the effects of skills shortage and

seek resources and support from stakeholders for

implementation of various responses.

1.3 Background 1.31 National Skills Shortage Forum – April 2006

In April 2006 the National Local Government Managers

Australia (LGMA) facilitated a Skills Shortage Forum in

Canberra to explore and define skill shortage issues in

Local Government.

The Forum was opened by the Commonwealth

Minster for Local Government, Territories and Roads,

and attended by a number of Local Governments,

national Local Government peak professional

bodies and representatives of the Commonwealth

Government including the Departments of

Employment and Workplace Relations (DEWR),

Immigration and Multicultural Affairs (DIMA), Education,

Science and Training (DEST), Local Government

unions and trainers.

At the Forum, the Local Government peak professional

bodies committed to work with their members and

their sector to ensure Local Government services

continue to meet community needs and expectations

by:

• Defining what Local Government stands for and

promoting a sector-wide approach to presenting

a positive image

• Educating, raising awareness and establishing

pathways to diverse careers in Local Government

• Building modern Local Governments,

characterised by new styles of leadership, that

will encourage new ways of doing things through

empowerment, knowledge building, work re-

design and use of technology

• Transforming Local Government into an employer

of choice through adoption of leading HR

practices.

An outcome of the Forum was the formation of a

Steering Committee to:

• Audit current initiatives being undertaken to

address the Skills Shortage issues in Local

Government

• Identify and consider the gaps in the various

initiatives being undertaken

• Develop and promote coordinated sector-wide

strategies to address Local Government Skills

Shortage issues

• Negotiate with and advocate to relevant State,

Territory and Commonwealth agencies to

access relevant programs and secure funding

opportunities for the implementation of Local

Government Skills Shortage strategies

• Communicate the Forum outcomes and

proposed implementation plan to key

stakeholders including State, Territory and

Commonwealth Ministers responsible for Local

Government.

14

Natio

nal S


1.3.2 National Local Government Skills Shortage Steering Committee

The Steering Committee draws on the knowledge,

interests, skills and expertise of the peak professional

bodies aligned with Local Government. It brings

together Local Governments, rural, regional, urban

and remote, and their peak professional bodies to

develop a strategy that sets out ways in which Local

Government can respond to the challenge of skills

shortage. The Steering Committee draws together

representatives from:

• Australian Institute of Building Surveyors

• Australian Institute of Environmental Health

• Australian Library and Information Association

• Australian Local Government Association

• Institute of Public Works Engineering Australia

• Local Government Community Services


• Local Government Finance Professionals

• Local Government Human Resource Managers

• Local Government Managers Australia

• Parks and Leisure Australia

• Planning Institute of Australia

The strength of the commitment of the members

of the Steering Committee is borne out with each

organisation providing funding to contract a project

manager to develop the National Skills Shortage

Strategy for Local Government.

1.3.3 The Importance of Local Government – Why it matters

Local Government in Australia delivers substantial

levels of government services (community, social,

health, physical, regulatory and environmental

amongst others), manages considerable economic

activity, and provides significant employment across

the country.

In many rural and remote communities Local

Government is the major employer, the primary

economic driver and the only level of government

delivering essential social and community services.

1.3.4 Delivering Key Government Services

The majority of the 703 Local Governments are

outside urban areas as 77 per cent (543) are in

regional Australia (91 Indigenous bodies)10. Figure 1

below illustrates the State and Territory spread of Local

Government between urban and regional locations.

Figure 1 – Australian Local Governments Urban and Regional Spread

Source: DOTARS 2006, Local Government National Report 2004-5 on the operation of the Local Government (Financial Assistance) Act 1995

Local Governments are the drivers of good

governance across Australia, particularly in regional

areas. They are authorised to provide an extensive

range of functions for local communities including

advocacy, service delivery, planning, community

development and regulation11. Increasingly Local

Governments are becoming the principal providers

of services to local communities on behalf of State,

Territory and Commonwealth Governments.

10 Data from Department of Transport and Regional Services (DOTARS) 2004-05 Local Government National Report 2004-5 on the operation of the Local Government (Financial Assistance) Act 1995

11 ibid

15National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

Local Government does it all – it plans, delivers and

maintains key infrastructure such as roads, bridges,

footpaths, and water and sewerage systems for its

communities. At the same time Local Government

develops and provides a range of social services

including health, welfare, safety and community

amenities. Examples12 of the extensive functions and

services provided by Local Government include:

• Engineering (public works design, construction

and maintenance of roads, bridges, footpaths,

drainage, waste collection and management)

• Water and sewerage management

• Health (water and food safety, immunisation,

toilets, noise control, meat inspection, and animal

management and control)

• Building (inspection, licensing, certification and

enforcement)

• Strategic land use, environment and heritage

planning as well as statutory land use

development approval

• Social planning, and social impact assessment

• Public order and safety, including emergency and

disaster management

• Administration of quarries, cemeteries, parking

stations and street parking

• Environment, land care and natural resource

management

• Management of recreation facilities (golf courses,

swimming pools, sports grounds and courts,

recreation centres, halls, kiosks, camping

grounds and caravan parks

• Community services (child care, elderly care and

accommodation, refuge facilities, family services,

meals on wheels, youth projects, affordable

housing, counselling and welfare)

• Cultural/education (libraries, art galleries and

museums) planning, development, management

and delivery

• Advocacy for local communities for service

delivery and development.

Local Government is the major economic driver in

many regional communities providing the majority of

the employment opportunities, stimulating business,

social, recreational, community service development

and delivery.

Put simply, without an effective Local Government

local economies and communities struggle to operate,

especially in regional Australia.

3.4.6 Significant Role in the Australian

Economy

In 2003-04, Local Government expenditure was

approximately $18.3 billion, representing 2.3 per cent

of Australia’s Gross Domestic Product13, making Local

Government a major contributor to National, State

and local economies. For example, Local Government

expenditure in transport and communication was

approximately $4.6 billion in 2003-04, the equivalent

of 25 per cent of total Local Government expenditure.

In the same period, Local Government expenditure

on housing and community amenity, at 24 per cent

of total Local Government expenditure, contributed

approximately $4.4 billion to State and local

economies.

The significant contribution made by Local

Government was recognised in the Hawker report14.

The report acknowledged that Local Government

successfully delivers services across Australia in

its own right and on behalf of State, Territory and

Commonwealth Governments.

12 Information drawn from Department of Transport and Regional Services (DOTARS), 2006, Local Government National Report 2004-5 on the operation of the Local Government (Financial Assistance) Act 1995

13 ibid page 414 House of Representatives Standing Committee on Economics, Finance and Public Administration, 2003, Rates and Taxes: A Fair Share for Responsible Government

16

Natio

nal S


3.4.7 Local Government a Major Employer

Local Government is a significant employer in

Australia. DOTARS estimates that in February 2005,

165,100 people were employed in Local Government

nationally which equates to Local Government

employing just less than 1 per cent or 0.83 per cent, of

the total Australian population. This estimate includes

all age groups. If we restricted the number to people

over 18 years of age the proportion of working age

Australians employed by Local Government would

be substantially higher. In fact, a recent PwC report

estimated that Local Government employs around 1.3

per cent of the Australian labour force15.

Moreover, DOTARS outlines that Local Government

employment has been increasing steadily since 2000.

It is estimated that Local Government employment has

increased by 18 per cent in the 5 years from 2000 to

2005.

Section 2: Skills Shortage and Local Communities “Supply and demand for skills are influenced by a

range of factors which are complex and include

levels of activity in employing industries, occupational

‘wastage’ (workers no longer working in occupations

that use their qualifications), training levels,

introduction of new technologies which require new

skills, and specialist skill requirements for particular

working environments. Mismatches between the

location of workers with particular skills and employers

seeking those skills is [sic] also an issue which affects

occupational labour markets, and often, employers are

looking for specialist skills within an occupation”16.

2.1 What is Skills Shortage?

Skills shortage is a major issue confronting Australia,

not just Local Government. Australia’s workforce

is not growing fast enough to keep pace with the

labour and skill needs of a range of industries. Given

the extent of the problem, it is not surprising that

there are numerous definitions of skills shortage. For

the purposes of this Strategy we are adopting the

definition used in the Bureau of Transport and Regional

Economics (BTRE) 2006 report on skill shortage17:

“A skill shortage exists when the demand for

workers for a particular occupation is greater

than the supply of workers who are qualified,

available and willing to work under existing

market conditions.”

(Shah, C & Burke, G 2003, Skills shortages: concepts, measurement and implications, Centre for the Economics of Education and Training, Monash University)

15 PricewaterhouseCoopers, 2006, National Financial Sustainability Study of Local Government Commissioned by the Australian Local Government Association 16 Department of Employment and Workplace Relations 2006, Australian Jobs www.workplace.gov.au/NR/rdonlyres/D89DF430-C009-4E7F-812E-1BA4235428E1/0/

AustralianJobs2006.pdf, p 2017 Bureau of Transport and Regional Economics, 2006, Working Paper 68: Skill Shortages In Australia’s Regions

17National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

2.1.1 The Causes

Understanding the causes of skills shortage in Local

Government provides the framework for developing a

strategy setting out responses that can address the

challenges facing Local Government. However, as the

BTRE18 paper outlines skills shortage occur as a result

of a combination of factors. We can set out the

factors contributing to skills shortage at three levels:

1. The first level is national Macro Socio-Economic

factors that revolve around:

• Technology change

• Globalisation19

• Ageing Population

• Structural Change

Ageing of the population is the most significant

demographic change occurring in Australia that will

impact on the workforce as the ‘baby boomers’ (born

between 1946 and1964) reach retirement. Research

highlights that there is a reduced desire to remain in

the workforce for those of retirement age (mid 50s to

early 60s)20. Overall participation rates are projected to

drop from around 63.5 per cent in 2003-4 to 56.3 per

cent by 2044-4521.

Part of the structural change is the growth of women

especially older women in the workforce, and the

decline in the male workforce. Workforce participation

by women has dramatically increased by 12.5 per cent

in the last 25 years to 2005 to 56.9 per cent22. Overall,

women make up 46.7 per cent of full-time workforce

and majority of part-time employees, 74 per cent23.

2. The second level relates National Workforce

Issues affecting a number of industries in

Australia which relate to:

• Training and Education

• Wastage

• Workforce exits

3. The third level relates to the Personal Dimension

of work preferences and worker considerations,

ie: supply side considerations entailing:

• Career and vocational development

• Work conditions

• Perceptions of industry

• Life stage and family commitments

• Liveability – access to social networks,

recreation activities and essential services such

as housing, health and education

• Secondary job opportunities – work availability

for family members

An important aspect of the personal dimension is

the different expectation and attitudes to work that is

attributed to Generation Y, Australians born between

1980 and 1994, the students in secondary and tertiary

education and those entering the workforce. Studies

propose that this new generation seeks career and

work-life balance, work that makes a contribution to

society and recognition of their work24. This impacts on

job design and work relationships as stratification of the

workforce by age or tenure will no longer be accepted25.

Additionally, a Human Rights and Equal Opportunity

Commission (HREOC) report outlines that workers

(usually women) with caring roles for dependent

children, older family members or friends requiring

care require “workplace diversity programs” to ensure

recruitment and retention26.

2.2 How dramatic is skills shortage for Local Government?

The structural changes to the labour market

across Australia have major ramifications for Local

Government employment. Australian Bureau of

Statistics figures indicate that at March 2005 there

were 3.7 million people aged 45 years and over in the

labour force, that is 37.7 per cent of the workforce27.

Local Government’s workforce is substantially

made up of workers over 45 years of age.

18 ibid19 It is estimated that at least 1 million skilled Australian workers are working overseas at present20 National Centre for Social and Economic Modelling 2005, University of Canberra, Analysing Australia’s Ageing Population: A Demographic Picture, Paper presented to ‘Australia’s Ageing Population Summit 2005’,

Financial Review Conferences, Sydney, http://www.natsem.canberra.edu.au/publications/papers/cps/cp05/cp2005_012/cp2005_012.pdf21 Productivity Commission 2005, Economic Implications of an Ageing Australia, Research Report, http://www.pc.gov.au/study/ageing/finalreport/index.html22 Department of Employment and Workplace Relations, 2006, Australian Jobs 2005 23 DEST, 2006, Government and Community Safety Industry Skills Report , Draft 24 Sheahan, P 2006, Talking Point – Generation Y in the Public Sector, PS News, http://www.psnews.com.au/TalkingPoint19September06.html 25 ibid26 Goward P et al. 2005, Striking the balance: Women, men, work and family, Discussion Paper, Human Rights and Equal Opportunity Commission, Sydney, p97,

http://www.hreoc.gov.au/sex_discrimination/strikingbalance/index.html27 Department of Employment and Workplace Relations, 2006, Australian Jobs 2005

18

Natio

nal S


Despite high employment and projected job growth

in Australia, the workforce growth is declining

dramatically. The net annual growth of the Australian

workforce, which has been 175,000 per annum for

the past five years, will fall to 140,000 this year and

is estimated to fall as low as 40,000 per annum by

201228.

Figure 2 below indicates that the majority of

government employees are full-time with only 17 per

cent of part-time employees, compared with a national

industry level of 28 per cent for part-time employees.

However, Figure 2 also reveals high proportion of part-

time work in industries linked to Local Government

employment, for example, cultural and recreation

services and health and community services.

Figure 2 – Proportion of full-time and part-time employees by industry

Source: ABS, Employee Earnings, Benefits and Trade Union Membership, cat. no 6310.0, August 2005.29

The data on employment by industry does not

separate out Local Government employment.

Nonetheless, we can ascertain from Figure 3

below that industries with high Local Government

occupations beyond Government Administration and

Defence30 such as cultural and recreation services

and health and community services also have high

proportion of their workforce over 45 years of age.

28 Grey, J, 8 December 2006, Now its bully for workers Australian Financial Review29 Drawn from DEST 2006 Draft Industry Skills Report Government and Community Safety Industry30 Local Government is included in Government Administration alongside State Government, and others 31 Drawn from DEST 2006 Draft Industry Skills Report Government and Community Safety Industry

Figure 3 – Share of Employment by industry (%) aged 45 and over, 2005

0% 10% 20% 30% 40% 50% 60%

Agriculture, Forestry and Fishing

Education

Health and Community Services

Government Administration and Defence

Transport and Storage

Electrity, Gas and Water Supplies

Mining

Manufacturing

Communication Services

Wholesale Trade

Property and Business Services

Personal and Other Services

Construction

Finance and Insurance

Cultural and Recreational Services

Accomodation, Cafes and Restaurants

Retail Trade

All Industries

45-54 55+

Source: DEWR, Australian Jobs 2006, p2631

19National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

An analysis32 of the workforce in Government

Administration and Defence revealed the majority

(90 per cent) of those over 45 years of age stated an

intention to retire at some stage, only slightly more

than half (53 per cent) had decided when this would

be33.

At the same time Australia is experiencing a dramatic

reduction in natural rejuvenation as there is a decline

in the numbers of young people of working age. It is

estimated that there will be a drastic decline in growth

of the Australian workforce partially due to reduction

of inflows of young people, by 21 per cent (37,000)

over the next five years (2005 to 2010)34. This decline

in natural rejuvenation in the workforce is expected

to continue with an expected reduction of an average

each year of 57,000 from 2020 to 203035.

Employment levels will reduce within the next three

years in a number of sectors of relevance to Local

Government. Department of Workplace Relations

(DEWR) estimates reductions in employees in the

following areas due to ageing:

Figure 4 – Forecast Reduction in Employment Levels (‘000 employed persons) due to Population Ageing, by Occupation 2004-05 to 2009-10

Advanced

Clerical/Service Workers, 4.3%

Intermediate

Clerical/Sales/Service Workers, 39.3%

Intermediate

Production/Transport Workers, 17.6%

Elementary

Clerical/Sales/Service Workers, 23.1%

Labourers, 18.5%Managers and

Administrators, 5.5%

Professionals, 38.3%

Associate Professionals,

19.3%

Tradespersons, 28.9%

Source: Monash Centre of Policy Studies forecasts in DEWR Workforce Tomorrow 2005

Local Government will experience a dramatic

impact of this reduction as its employee numbers

fall substantially within the five occupations with the

highest projected reductions:

• Intermediate Clerical/Service workers

• Professionals

• Tradespeople

• Elementary Clerical/Service workers

• Associate Professionals

These five occupational areas encompass key Local

Government workforce areas including planners,

tradespeople, environmental health officers, engineers,

building surveyors and building inspectors.

We can identify the particular challenges confronting

Local Government related to the multiple factors that

have led to skills shortage in Australia. Below is a

summary of these causes and key challenges.

1. Macro Socio-Economic Factors:

• Technology Change – the development of

information technology and communication

systems reducing the demand for current skills

and changing the nature of the skills required.

This has led to a mismatch between skills in

demand and skills held by the current workforce

• Globalisation – loss of skilled labour migrating

overseas, exacerbating the loss of supply of

professionals

• Ageing Population – Local Government has an

ageing workforce with approximately 50 per

cent of the workforce approaching retirement

age in an era when many people are choosing

early retirement at 55 years of age, leading to a

substantial loss of experience and knowledge36

• Structural Change – Local Government work

arrangements traditionally focus on full-time,

office based work, whilst younger and older

workers are now seeking work flexibility

such as work from home, part-time work

and contract work arrangements.

32 Carried out by DEWR Government Administration and Defence Educational Profile, May 2004 33 Hudson, 2006, 20:20 The Evolving Workplace 34 The working-age population grew, on average by around 175 000 people every year from 2000 to 2005, this will fall to 138 000 in 2010 and an average of about 57 000 a year in the period

2020 to 2030 partly due to relatively low fertility rates. 35 ibid 36 Jorgensen, B 2004, 20:20 Australia Series, ‘The Ageing Population: Implications for the Australian Workforce’, Hudson Global Resources and Human Capital Solutions,

http://au.hudson.com/documents/emp_au_Whitepaper_ageism.pdf

20

Natio

nal S


2. National Workforce Challenges:

• Training and Education – low take-up rates,

limited numbers of people entering training

or receiving appropriate training in Local

Government occupations (for example low

take-up rates for courses such as

Environmental Health)

• Wastage – people who are trained in a skill

are either not working in that occupation or

using those skills (for example Building and

Construction graduates not taking up Building

Surveyor jobs, or engineers working on

administrative tasks)

• Workforce Exits – the number of people leaving

Local Government workforce for benefits of

remuneration and perceived career development

in the private sector (for example competition

with the mining industry in North West and

Central Australia for workers). As well expected

dramatic loss of workers over 55 wanting a

change in work structure to part-time, to facilitate

work becoming secondary to life and family

relationships.

The data illustrating take-up rates for Local

Government Training Packages, which uses publicly

available enrolment data37, set out in Table 4 below

indicates stagnation in take up of training since the

major increase in 2003.

Figure 5 – Enrolments in Government and Community Safety Training Packages, 2000 to 200538

0

500

1 000

1 500

2 000

2 500

3 000

3 500

2000 2001 2002 2003 2004 2005

PSP - Public Sector LGA - Local Government PUA - Public Safety

CSC - Correctional Services NWP/UTW - Water Industry

Source: NCVER, December 2005, VET Collection

3. Personal Dimensions of work preference:

• Career and Vocational Development – seeking

diversity of experience, the perception that private

sector provides better career opportunities and

greater continuing professional development than

Local Government

• Work Conditions – seeking flexibility in work

hours, and ancillary work benefits such as travel

and better pay levels

• Perceptions of Local Government – limited

understanding of diversity of Local Government

employment and mobility of Local Government

employment, and the positive contribution to

society and local communities through working

within Local Government

• Life Stage and Family Commitments – the

capacity to undertake care of family members

such as children and ageing parents

• Liveability – work in locations that enable access

to social networks, recreation activities and

essential services such as housing, health and

education

• Secondary Job Opportunities – work in locations

that provide work availability for family members.

37 This is indicative only as the data does not include training by enterprise Registered Training Providers and fee for service private providers, short courses, or higher education

38 Drawn from Draft DEST 2006 Government and Community Safety Industry Skills Report 39 Hugo et al (2005) cited in Department of Transport and Regional Economics 2006 Skill Shortages in Australia’s Regions working paper 68

21National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

Many of these factors relate to location and have

dramatic impact on rural and regional Local

Governments that face difficulties in attracting and

retaining suitably qualified staff. As the BTRE report

highlights, people relocate for positive social reasons

rather than work alone. A survey conducted in 2005

revealed that 11.3 per cent of people move for lifestyle

reasons and 10.3 per cent move to be nearer to

friends and family. Of all moves surveyed only 6.6

per cent relocate to take a new job39. Hence, regional

Local Governments’ ability to attract workers is

dependant on the capacity to provide job opportunities

for family members and positive lifestyle such as

housing, health services, education opportunities and

social networks for the whole family.

3.3 Impact of Skill Shortage – Why it matters

Skills shortage can lead to reduction in production and

ability to meet demand for services and functions.40

Local Government plays a key role in ensuring

economic and infrastructure development in local

communities due to its regulatory function to planning,

building and resource management. At the same time.

Local Government is a major provider of a diverse

range of services to local communities, including

roads and related infrastructure, recreation centres,

parks and gardens, community libraries, community

education and support services and home and

community care services for older people and those

with a disability.

Furthermore, the demand for Local Government

services is growing. This growth can be attributed to:

• Growth in the national economy

• Transfer of functions and responsibilities from

State, Territory and Commonwealth Governments

• Increase in the size for the population over 55

years of age with associated increased demands

for recreational and community services as

people retire and pursue leisure activities

• Accelerated demand for services and

infrastructure associated with a dramatic

population growth in regional and rural

municipalities chosen by ‘sea change’ and ‘tree

change’ lifestylers

• Growth in population over 65 years of age, who

require aged care and support services as they

become frail and infirmed, but chose to ‘age in

place’.

This increase in demand for Local Government services

is borne out in expected growth in employment in Local

Government41. It is estimated that employment will

grow annually by just under 13 per cent in the seven

years from 2004/5 to 2012/13. Growth is estimated at

around 1.54 per cent per annum. However, the ability

to meet this estimated growth is dependant upon the

capacity of Local Government to find appropriately

skilled staff at a time it is confronted with a current and

looming skills shortage.

The reduced capacity to fill jobs with appropriately

skilled staff will cause significant detriment to key

functions of Local Government and thus delay

local production and economic development42. For

example, lack of staff skilled in planning, engineering

and building will delay or halt development and

construction approvals. Similarly, lack of skilled

community, health and welfare staff such as maternal

child health nurses and librarians will result in local

communities being without essential services such as

libraries and home and community care that provide

services such as meals on wheels. Even though

some functions can be performed by volunteers, these

volunteers still require training, supervision and support

from skilled staff.

Thus, skills shortage that reduces Local Government

capacity will detrimentally impact on National and

Regional economies and local communities.

It is for these reasons that Local Governments across

Australia recognise the need to develop new ways

of working and have actively developed strategies

that will help them retain and attract skilled

labour and professionals.

40 Richardson 2005 cited in Department of Transport and Regional Economics 2006 Skill Shortages in Australia’s Regions working paper 68 41 as part of Government and Community Safety industry sector estimates developed by Monash University Centre of Policy Studies at December 2005 42 Richardson 2005 cited in Department of Transport and Regional Economics 2006 Skill Shortages in Australia’s Regions working paper 68

22

Natio

nal S


Section 3: Snap-Shot of Current Work on Skills Shortage and Workforce Planning

3.1 State projects

Extensive work is being undertaken on skills shortage

and workforce planning by Local Government

associations and peak professional bodies across

Australia. The work encompasses research into skills

shortage, perceptions of Local Government as an

employer and development of initiatives to promote

and develop Local Government as an employer

of choice, and investment in training programs in

collaboration with educational institutions.

The Australian Local Government Association

completed a Skills Shortage and Workforce Planning

National Activity Report in August 2006. This report

sets out the skills shortage initiatives undertaken or

underway in each State and Territory.

3.1.1 Skills Shortage and Workforce Planning

In almost all states, research has been undertaken

to measure the skills shortage problem. In South

Australia, Western Australia, New South Wales,

Tasmania and Victoria, separate research projects have

been carried out to identify the size and scope of the

problem and to develop strategies for addressing the

related issues.

The 2001 South Australian Councils in Profile Project

established a model for gathering quantitative

workforce data and collected and analysed data across

Local Government in SA. The profile included nineteen

recommendations that the Local Government

Association of South Australia (LGASA) has been

addressing and the 2006 profile is currently

being undertaken. Likewise, the Workforce

Planning for Local Government Discussion

Paper, released in Victoria in February

2006, was followed by a Workforce

Planning Forum which led to

the development of eleven suggested actions to be

considered by Municipal Association of Victoria (MAV)

Human Resources reference groups.

A Western Australian study, entitled the Systemic

Sustainability Study (SSS), researched the current

and expected future labour market issues and what

strategies might be adopted to address them, while

Tasmanian research has focused on the key issues

of shortages in planning, environmental health and

engineering. Research on the ageing workforce and

para-professional training was also undertaken.

The State and Territory Government of Tasmania

hosted an industry forum on Local Government

skills shortages and training in November 2005. The

forum sought to identify specific long and short-term

strategies to assist the sector in addressing workforce

problems and work towards developing an agenda for

further action.

In Tasmania and Queensland, collaborative

arrangements with the State and Territory Government

and other peak professional bodies have been formed to

ensure a holistic approach to addressing the issues of

skills shortages and workforce planning. In Queensland

a Local Government Taskforce has received funding

from the Department of Education Training and the Arts

(DETA) to develop a Local Government Skills Formation

Strategy and has appointed a dedicated Project

Manager to assist with the task.

The Local Government Association of Queensland

(LGAQ) has established a Local Government Skills

Council to serve as a link between Local Government

and the State and Territory Government service

providers to ensure appropriate funds and resources

are channelled towards raising the skills in the

disciplines identified by Local Government.

In NSW, a joint training and skills taskforce with the

Local Government and Shires Association (LGSA) and

the NSW Department of Local Government developed

and published a project plan for addressing the issues

of Local Government training and career development.

Likewise, in Victoria, a joint Workforce Participation

Taskforce was established in 2005 to examine the

impact of demographic change, the ageing population

and slowed population growth on Victoria’s workforce.

23National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

3.1.2 Ageing Workforce

Several states have recognised the need to develop

strategies for managing the ageing Local Government

workforce and succession planning for future workforce

requirements.

The LGASA Impact of Ageing Workforce in Local

Government Project was undertaken in South Australia,

with funding provided by the Local Government

Research and Development Scheme, to research and

prepare a report assessing the impact of the ageing

workforce on Local Government and to investigate

options to manage the emerging issues by developing

guidelines, policies and best practice models.

The Queensland University of Technology in

conjunction with LGAQ has received a research

grant to specifically examine the issue of the ageing

workforce in Local Government. The results of the

research are expected to produce outcomes over the

next 2-3 years.

In both Queensland and Tasmania, a Transitional

Employment Survey, developed by the LGAQ

in conjunction with the Queensland University

of Technology, was conducted amongst Local

Government employees six years or less out from

the traditional retirement age. The overwhelming

response in both states confirmed that mature-aged

employees wanted to continue working and indicated a

strong interest in engaging in transitional employment,

phased-in retirement and undertaking further

development and training.

Survey results have been used to identify strategies

for addressing mature age workforce issues, including

phased-in retirement and succession planning, which

may include cadetships and apprenticeships, para-

professional training to support the diminishing pool of

qualified professionals, regional skilled migration and

training and development for mature aged workers.

The Queensland Local Government Skills Council

and the Tasmanian State Department of Economic

Development are each working towards developing

good practice approaches to phased-in retirement and

transitional employment in their states as a response to

the survey.

3.1.3 Attraction Strategies / Employer of Choice

Strategies to attract workers and position Local

Government as an employer of choice have been

initiated across all states, with common responses

being undertaken in several states as well as initiatives

unique to particular regions.

Local Government Managers Australia (LGMA) in

South Australia has undertaken a significant research

project (over a four year period), funded by the Local

Government Research and Development Scheme.

The project is aimed at understanding the candidate

market and developing a range of employer-branded

materials that can be used to promote careers in Local

Government. Queensland and New South Wales have

also developed employment branding and related

materials to support their attraction strategies and

careers initiatives.

In Queensland, a major television advertising campaign

is being developed following a successful campaign

in Western Australia. The West Australian campaign,

broadcast on metropolitan and regional networks, was

developed to promote the wide range of jobs in Local

Government and the opportunities to work in any part

of the state. Similarly, in 2004, the City of Salisbury in

South Australia developed the concept for a television

program to highlight examples of extraordinary

endeavours in South Australian communities with part

funding from the Local Government Research and

Development Scheme and several Local Governments.

The pilot series proved a resounding success and

Channel 9 Adelaide is now keen to develop “Out of the

Ordinary” as a long-term series.

Held annually, Local Government Week provides

an opportunity for Local Governments throughout

Queensland to promote their important role within

communities and the opportunity for the public to

learn more about getting involved and working in Local

Government. Public events are initiated and planned

by local Local Governments and supported and

promoted by the LGAQ.

Due to the unique challenges in the Northern

Territory, the Local Government Association of

Northern Territory (LGANT) has undertaken

several projects to promote

opportunities for employment

24

Natio

nal S


with remote Local Governments and to retain skilled

workers. In response to the continued high turnover of

Local Government employees in the Northern Territory,

LGANT now undertakes a full recruitment function for

Local Governments and is currently extending this

to developing CEO Inductions, a CEO Resource Kit

and networking opportunities for Local Government

Executives. LGANT is also investigating the possibility

of remuneration incentives and intra-territory

communication strategies, and works closely with

Territory and Commonwealth Governments to develop

a coordinated approach to staff attraction and retention

in remote communities.

In addition, The Northern Territory Office of the

Commissioner for Public Employment put together a

Remote Workforce Development Strategy in 2003 to

achieve equitable development outcomes for remote

employees and to offer a more coordinated approach

to increasing developmental opportunities for remote

employees.

3.1.4 Careers Marketing

To complement their attraction strategies, most states

have invested resources into the promotion of Local

Government careers to school leavers, university

students and graduates, migrants and trained non-

Local Government professionals.

South Australia, New South Wales, and Tasmania

each have dedicated careers in Local Government

websites to enhance their careers marketing

strategies. In Western Australia, the Department of

Local Government and Regional Development has

a dedicated ‘Careers in Local Government’ section

on their website and LGAQ has incorporated careers

information on the Local Government Week website.

In the Northern Territory, LGANT is investigating the

opportunity to gain exposure on Tertiary Institution

employee profile websites.

Most states have developed careers in Local

Government brochures, CDs and other materials

for distribution to schools and at Careers Expos

and University Careers Fairs in their own

state. In South Australia, LGMA is in the

process of developing a range of branded

materials for this purpose and for

Local Governments to utilise in their own employment

initiatives. Other states, such as New South Wales,

Queensland and Tasmania are also encouraging Local

Governments to be proactive in promoting themselves

within their local communities.

LGAQ, with several Queensland Local Governments,

participated in the ‘Careers in Queensland Fair’

conducted in NSW in May 2006 and have plans to

participate in like events in the future. Northern Territory

is also considering attending interstate careers fairs

to promote the unique features of working for remote

Local Governments.

In Tasmania, funding was secured through the

Department of Education, Science and Training for the

Local Government Association of Tasmania (LGAT)

to host a careers adviser to enhance the promotion

of Local Government careers in Tasmanian schools

and to assist in developing educational material to be

used in schools. Likewise, LGSA in New South Wales

is investigating the possibility of a secondment of a

careers adviser on Local Government careers to LGSA

to further market Local Government to schools.

In addition to promotional strategies, Victoria,

Queensland and Western Australia have developed

Graduate Recruitment programs (Go-Grad, Q-Grad

and GradStart respectively), to assist in promotion

and recruitment within the graduate market. LGASA is

also negotiating with the South Australian Government

to join the existing State and Territory Government

Graduate Program.

3.1.5 Education and Training

A Memorandum of Understanding between

LGASA and the South Australian Government in

2002 formalised access to the State and Territory

Government’s Youth Traineeship Program, the

Government Apprenticeship Scheme and the Public

Sector Cadetship Program, with 24 participating

Local Governments and 44 Trainees engaged in Local

Government in the 2005/06 financial year.

LGSA is working with the NSW Department of Local

Government on an internship/ cadetship program

within New South Wales Universities, with the

University of Sydney expressing an interest in an

25National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

engineering cadetship for Local Government. LGSA is

also encouraging the relevant universities to establish

holiday programs for students.

In addition, the NSW Department of Local Government

is considering options for funding Local Government

scholarships and bursaries, with preferences given

to Local Government scholarships in areas of skills

shortages. Students will receive scholarships and

will work at Local Governments during their university

break with the possibility of a full-time position at Local

Government at the completion of their degree.

LGAT is similarly working with the University of

Tasmania to facilitate student work placements within

Local Government.

Designed to maximise employee retention through

demonstrated support for careers management, LGAQ

is advancing training programs specifically targeting

senior and middle management to better assist

subordinate staff manage their career development.

A Diploma of Administration has been successfully

piloted to improve the level of competence of existing

employees in an effort to improve retention and career

advancement.

LGANT is working with the Local Government

Department to develop relevant training programs for

remote Local Governments.

3.1.6 Para-professionals Strategies

Several states have undertaken discipline-specific

education and training initiatives, particularly in the

areas experiencing significant skills shortages, such

as planning, environmental health and engineering.

The Victorian Government has provided seed funding

to establish a planning bank to address the critical

shortage of strategic land use planners in rural and

regional Victoria. A business case has been developed

to assess service delivery options with various models

to be considered.

An on-going para-professional planning project,

funded by the South Australian Government, is being

undertaken by LGASA to develop strategies and tools

to address the recruitment, retention and training of

planning staff in Local Government. Tasmania has

also undertaken research specific to the shortage of

planners, environmental health officers and engineers,

while in Victoria, the Maternal and Child Health

Nursing Workforce Recruitment and Retention Project

(MGHNWRR) commenced in 2004 in partnership

with the Department of Human Services to develop

strategies in response to the deficit of Maternal and

Child Health nurses.

In other states, Local Government Associations are

working with TAFEs and other tertiary institutions to

develop training for planners and other disciplines with

the aim of better equipping para-professional staff with

the capabilities to manage routine tasks and ease the

burden of shortages. LGAT will be working with other

stakeholders in Tasmania to assess the viability of

establishing a para-professional environmental health

officer position that can support the environmental

health officers and thereby address the shortage in this

area.

3.1.7 Additional Strategies

In addition to the strategies above, several states are

addressing issues specific to the region.

In a project coordinated by LGAQ, entitled Size, Shape

and Sustainability, Queensland Local Governments are

exploring options involving the sharing of resources to

reduce the level of demand for specialist skills.

In Western Australia and Tasmania, Local Government

Associations are working with the Department of

Immigration and Multicultural Affairs to develop

strategies to attract skilled migrants into Local

Governments, particularly in regional Australia.

Likewise, LGAT is encouraging Local Governments

to sponsor skilled migrants. WALGA is attending

overseas expos to raise the employment profile of

the Western Australian Local Government Sector,

particularly in high need areas.

The ‘Improving Employment Opportunities for Youth,

Older and Indigenous Employees’ project, undertaken

in South Australia, is expected to assist Local

Government to better manage the issues of

participation of these groups in employment

within Local Government. The project will

identify models of best practice already

available and develop new models for

areas where there are gaps.

26

Natio

nal S


Section 4: Strategic Response to Skills Shortage

4.1 Introduction

Addressing skills shortages at a local level or by

professional discipline will not resolve sector-wide

workforce shortages in Local Government, nor is

there a single or ‘one size fits all’ answer. It is therefore

imperative that a national response is developed.

This Strategy:

• Presents an overview of the complexity of issues

confronting Local Government

• Puts forward a number of responses

• Sets out some examples of good practices

adopted to address these complex issues

• Proposes strategic approaches for future

investment in initiatives to tackle skills shortage.

4.2 National Skills Shortage Strategy for Local Government

4.2.1 Vision

Australian Local Governments with the capacity to

provide a full range of high quality, best value services

and facilities that meet their communities’ needs and

expectations.

4.2.2 Mission

Maintain a strategic alliance between Local

Government peak professional bodies and Australian

Local Governments, to promote workforce planning

that meets the future labour needs of Local

Government across Australia.

4.2.3 Aims

1. To provide a National Framework to assist

Local Government to respond to the challenge

of delivering efficient and effective services

when faced with the current and looming Skills

Shortages

2. To present a range of ideas on new ways for

Local Government to do business, taking

account of:

• Professional roles and tasks to be performed

• Impact of location on attracting employees

particularly in rural and regional areas.

3. To promote Local Government as Employer of

Choice – ‘Great Place to Work’ with opportunities

at all career stages.

4. To work collaboratively with key stakeholders,

including Professional Peak Bodies, State,


to fund and implement a range of innovative

programs to address the workforce needs of

Local Government today and in the future.

4.2.4 Strategic Objectives

Four strategic objectives were identified by the

participants at the April 2006 Local Government Skills

Shortage Forum. These objectives have been agreed

to by the Steering Committee and have been adopted

as the strategic platform for the National Strategy.

1. Local Government Career Pathways

Goal: To educate, raise awareness and establish

pathways to diverse career opportunities

available in Local Government.

2. Leadership in Local Government

Goal: To build and showcase 21st century Local

Government business practices that empower,

build knowledge and effectively use resources

and technology.

27National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

3. Local Government as an Employer of Choice

Goal: To promote the use of flexible and leading

edge human resource management practices

that transforms Local Government into an

employer of choice.

4. Image Building – Local Government Brand

Goal: To develop and promote a positive public

image of Local Government as flexible, cutting

edge and responsive to its constituents – local

communities, local businesses and its workforce.

4.3 Platform of Initiatives

The Platform of Initiatives is a dynamic and developing

compilation of issues and activities carried out by

Local Governments across Australia to address skills

shortage. This first listing of initiatives establishes

the framework for the continuing documentation of

activities developed to respond to the many causes of

skills shortage confronted by Local Government.

The development of the Platform of Initiatives has

entailed multiple research processes to gather

information and data regarding the challenges

confronting Local Governments and the responses

adopted to address these challenges. The research

process entailed:

• Review and analysis of reports and research

completed and underway in Australia regarding

skills shortages, particularly work carried out for

the State and Territory-based Local Government

Associations, national Professional Peak bodies

and the Commonwealth Government

• Semi-structured phone interviews with members

of the National Skills Shortage Steering

Committee and representatives of Commonwealth

Government Departments – this has often led to

‘snowballing’, ie following up particular activities

undertaken by individual Local Governments

• Responses to circulation of information regarding

the development of the National Strategy and

calls for case examples on issues and activities in

numerous electronic and hard copy journals and

newsletters which has led to receipt of a number

of case examples.

The Platform of Initiatives presents an overview of the

activities being undertaken by Local Governments,

peak professional bodies and State and National

Local Government Associations to address Local

Government skill shortages. Many of the initiatives

are partnerships and collaborations between regional

grouping of Local Governments, and between Local

Government, State, Territory and Commonwealth

Governments and between Local Government and the

private sector.

The listing of current examples of activities and

good practices is indicative and not definitive. The

examples are presented as case studies only. Whilst

the responses are set out under a single strategic

objective it is recognised that some activities can be

aligned with more than one strategic objective.

The Platform has been developed to present a range

of initiatives that Local Governments can draw on in

order to develop initiatives to address either the lack

of supply of skilled workers or reduce the demand by

creating new and alternative ways of doing business.

Thus, the Platform is intended to be a foundation on

which Local Governments, peak professional bodies

and State, Territory and Commonwealth Governments

can:

• Build a knowledge base to draw on

• Emulate, by duplicating localised initiatives in

other regions across the country

• Add value to by developing new projects and

programs.

The development of this Platform of Initiatives does

not negate the need for research regarding particular

issues faced at State, regional and local levels

regarding skills shortage issues.

Further work is required to establish a comprehensive

clearinghouse that can become an evolving resource

to provide information on initiatives that effectively

respond to skills shortage.

4.4 Strategic Objectives

The challenges encapsulated in the four strategic

objectives are set out below.

Each strategic objective includes:

• Areas that need to be addressed

• Current and proposed responses

• Case studies that are examples of good practices

currently being adopted by Local Governments,

and peak professional bodies across Australia.

A number of recommended strategies that could be

developed and funded have been identified. These

recommended strategies are summarised in Section 5:

Recommended Strategies for the Future.

4.4.1 Strategic Objective 1. – Local Government Career Pathways

GOAL: To educate, raise awareness and establish pathways to the diverse careers opportunities available in Local

Government.

The challenges requiring a response revolve around the lack of supply of appropriately skilled workers. Opportunities

that need to be exploited include restructuring the workforce together with re-skilling and up-skilling the current

workforce including older workers. Regional Local Governments make substantial contributions to local economies

but are faced with lack of supply of skilled workforce and the challenge of engaging an underutilised local workforce

within the local communities such as members of farming families, indigenous and migrant populations and the long

term unemployed.

Current Issues and Strategic Responses

Area to Address Responses Case Studies – Examples of Good Practice

Key Topic Area 4.4.1.1 Recruitment - Attract New Recruits:

Provide opportunities for Local Government to become a career pathway for a range of potential new recruits

Lack of attraction by school leavers to Local Government training and professional development

Develop and promote information regarding career pathways and opportunities for distribution to school career advisors

(Links with Image)

Promote and encourage work experience schemes with schools

Develop and promote traineeships for school leavers and TAFE students (for example payment of fees)

Promote and encourage the establishment of direct links with careers advisors in local schools so they will support Local Government as a career choice

Promote and encourage the use of existing relationships with schools in the Local Government district, such as with sponsored events, to increase awareness of Local Government as a career

National: IPWEA has developed templates and guidelines for a cadetship for professional engineers and engineering technical staff in Local Government for both full and part time studies www.ipwea.org.au

NSW: Kempsey Shire Council adopt a school program

NSW: Moree Plains Shire offers school-based training and work placement for year 11 and 12 students

NSW: LGSA is formulating fact sheets which profile 11 Local Government careers. For completion mid 2007

NSW: Riverina East ROC has a ‘build a bridge’ initiative in place to encourage school students to study engineering with a view to a career in Local Government

NSW: LGSA considering purchasing a ‘stall’ on the EOC virtual careers fair website to be marketed to school and university careers advisors

28

Natio

nal S



Lack of knowledge of Local Government career diversity and opportunities

Encourage the creation of coordinated information, to promote Local Government career opportunities, in collaboration with peak professional bodies

(Links with Image & Employer of Choice)

Develop and promote setting up dedicated graduate recruitment programs

Develop and promote a strategy for circulating information to parents of school children about Local Government careers

Promote and encourage nationally funded television and other media campaign(s) regarding the diversity of Local Government careers

VIC: MAV Go Grad Recruitment Program – a two-year graduate program that recruits graduates for Victorian Councils, from a wide variety of disciplines and locations each year. Graduates participate in an interactive Local Government induction day, other Local Government specific training sessions and a mentoring support program.

www.gograd.com.au

NSW: Department of Local Government established the Professional Skills Shortages and Training Taskforce to develop strategies for Local Governments to implement

WA: WALGA produced and funded a media schedule for TVC promoting careers in Local Government

http://www.walga.asn.au/news/media/May2006/MR12052006

Difficulty of attracting new graduates

Due to the lack of knowledge and poor perception of Local Government

Promote and encourage Local Government participation at State and regional career expos and university career days

(Links with Image & Employer of choice coordinated information packages)

Develop and promote setting up Local Government Industry Careers Advisors based in State Local Government Associations

Develop and promote Scholarships in collaboration with education and training institutions

Promote and encourage cadetships for University students

Promote and encourage growth of Skilled Migrant Programs initiatives for Regional Local Governments

Promote and encourage regional collaborations between Local Government, State and Territory Government and Private sector organizations to sponsor graduates and share work placements and mentoring

Develop and promote trainee work programs in which tertiary students take up supervised part-time or contract work within Local Government whilst studying

Promote and encourage provision of vacation and part-time work experience in Local Government to undergraduates

Promote and encourage the provision of graduate development programs to guarantee diversity of work experience (such as Engineers Australia Professional development Program)

National: IPWEA has developed a Careers Brochure for handout at expos in WA and Tasmania

WA: Grad Start Program for Finance and Environmental Health placement in a number of Local Governments including Shire of Esperance City of Kalgoorlie-Boulder; City of Stirling City of Swan; City of Perth; City of Armadale; Town of Port Hedland; Shire of Augusta - Margaret River. Graduates are placed in up to four Local Governments throughout the year to provide a broad experience via placements in both country and metropolitan Local Governments, and appreciation of the diversity of Local Government.

Tas: Local Government Association of Tasmania, in collaboration with industry peak bodies, participated in University of Tasmania careers fair and attended national Careers Expo in Hobart – spin off has been request to present career information by schools, colleges and education providers

Qld: NQ Regional Organisation of Councils collectively sponsored engineering cadetships in conjunction with James Cook University

WA: The City of Albany has partnered with the Shire of Plantagenet, Water Corporation, Main Roads WA, Wood & Grieve, Opus International Consultants and Great Southern TAFE to establish the Great Southern Engineering Cadetship Program. The Cadets are being sponsored to attend TAFE for study part time. The remainder of the time they are mentored by experienced engineers and other technical staff in the workplace.

Tas: City of Launceston Civil Engineering - University of Tasmania cadetship multi- tiered program offered to:

(i) 4 students with 10 weeks paid work experience program in December / January on completion of first year

(ii) Up to two of these students offered a further 10 weeks paid work experience on completion of second year

29National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7


(iii) one student offered a full year’s paid employment on completion of second year funding to attend 3rd year University full-time and a further year’s paid employment on completion of third year; funding to attend 4th year full-time; 1 year’s Post Graduate employment completion 4th year

NSW: Hunter Councils Hunter Inc, including Singleton, Taree, Muswellbrook, Merriwa, Dungog, Gloucester, Scone registered as a skilled migration destination for Skilled Independent Regional visas for a range of occupations, including private sector occupations - range of occupations includes engineers, planners, building surveyors, cooks and plumber. Hunter Councils Inc. is the registered certifying body for regional skilled migration.

NT: Alice Springs Town Council Regional Sponsored Migration Scheme and Employer Nomination Scheme recruited under Temporary (subclass 457) Visa – range of staff including Librarian and IT Communications officer. Has also required offering an employment package including above market wages, accommodation and motor vehicle.

Difficulty for Regional and Rural Municipalities in Attracting Employees

This includes young people ie: new graduates

Not employing under-utilised (dormant) population groups including:

o local indigenous populations

o newly settled migrant/refugee populations

o women with school age or older children

o people with disabilities

Promote and encourage Regional Collaborations for the provision and sponsorship of Cadetships and Scholarships for tertiary and TAFE training courses

(Links with Leadership)

Develop and promote links between job entry programs and apprentice and traineeship programs with long term employment opportunities including:

o settlement programs and social and community integration supports

o mentoring and coaching support within Council and

o flexible work arrangements such as part-time and job share arrangements.

(Links with Employer of Choice and Leadership)

NSW: Strategic Alliance between Shires of Wellington, Blayney and Cabonne to provide:

(i) Tertiary scholarships of $10,000 over 3 years for Higher School Certificate students undertaking a tertiary qualification in the fields of finance, health and building, town planning or engineering. Collaborations with 4 regional Universities and students committed to work in Local Government in 10 week holidays period. Each Council provides employment on completion.

(ii) Apprenticeships and traineeships in operational areas such as a parks, administration and health inspections – in 2005 and 2006 program provided approximately 5% of staff across environmental, corporate and engineering services. Established a group employer mechanism.

Advantages of alliance are increased financial capacity and diversity for employment & training experience and opportunities.

NSW: Moree Plains Shire - Culturally Appropriate Training and Support :

(i) Aboriginal workers who are early school leavers – 10% Shire workforce Aboriginal

(ii) In-house interpreters and support for culturally diverse communities (CALD) enables attraction and retention due to language induction and engagement with CALD, reduces isolation – mentor / buddy system

NT: Alice Springs Town Council Partnerships with local business for supervision and mentoring of apprentices

WA: Shire of Mundaring creates a diverse workplace through employing people with a disability and people from different cultures. Also maintains a solid base of casual employees eg: parents of young children who may wish to work part-time or full-time for the shire when their children attend school

30

Natio

nal S



Creating new Career pathways associated with work roles such as para professionals

Promote and encourage the provision of information regarding new and developing work roles as para-professionals and support officers in Local Government

( Links with Leadership)

National: PIA recognition of shortage of tertiary qualified planners and role of planning assistants in providing research, report writing and routine development assessment. PIA, Local Government organisations and recognised training providers developed the Certificate IV in Local Government (Planning) qualification and, in some cases, provide opportunities for assistance with training costs

o Victoria - Swinburne University of Technology:

o New South Wales – University of New England; & TAFE

o Queensland – Local Government Association of Queensland

o South Australia – TAFE

Qld: University of Queensland Parks and Leisure Officers - range of courses from one year certificate of Agriculture to 4 year bachelor’s degree in Agricultural Science

NSW: TAFE course introduced in 2007 targeted at Local Government including Diploma of Local Government Environmental Health)

Key Topic Area

4.4.1.2 Retention:

retain existing staff and re- engage staff previously employed in Local Government

To retain existing staff and enable previous Local Government employees recommence career pathways in Local Government

Mature Aged Workforce reaching retirement age

Develop and promote recognition of the skills and expertise of mature workers and provision of skill development into new roles such as mentoring and coaching

(Links with Leadership and Employer of Choice)

National: IPWEA Match new employees with a senior engineer mentor

Mid career diversity and professional development

Includes consideration of attraction of loss of skilled workers overseas ie: expats

Develop and promote Growing Skills by:

(i) Provision of, and support for, continuing professional development to enable staff to advance their career whilst remaining within Local Government, for example

o Provide cadetships/traineeships for in-house staff

o Seek out scholarships for skill development of staff

o Recognition of Skills and assist with application of Recognition of Prior Learning (RPL) Contribution to formal qualification.

(Links with Leadership and Employer of Choice)

WA: Western Australia Government Public Sector Management Scholarship: Tuition fee of $5,900 per participant for national tertiary management training program focusing on public sector management – Local Government; take up in 2006 City of Albany Shire of Broome ( 3 participants) and Shire of Yilgarn

NSW: University of Sydney offers a Graduate Certificate in Development Assessment target exiting Local Government employees

Vic: Maternal and Child Health Nursing Workforce Recruitment and Retention Project commenced 2004, aimed at up-skilling. Scholarships of $3,500 for Maternal Child Health provided by Local Government for appropriate post graduate studies www.mchnursing.org.au

NSW & SA: various Local Governments have developed contracted services, shared service provisions or business units

31National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7


(ii)Providing career diversity through:

o Facilitating secondments or swaps between Local Governments (within Australian and overseas)

o Development of skills in managing independent contractors

o Providing skill development in training and support for developing new business opportunities for Local Government delivery of services such as setting up business units that contract expertise to other Local Governments and private sector


Develop and promote programs to encourage those employees that may have left Local Government, to start a family and recent retirees, to return to work.

Develop and promote better use of skilled time by reducing non-skilled work requirements


4.4.2 Strategic Objective 2. Leadership in Local Government

GOAL: To build and showcase 21st Century Local Government business practices that empower, build knowledge and

effectively use resources and technology.

The challenges that require a response include developing new styles of Local Government governance and business

operations that can reduce the demand for particular skill sets, create capacity for more flexibility in work structure such

as off-site employment, and facilitate job design enabling the Local Government workforce to be deployed across a

range of activities and functions.



Key Topic Area

4.4.2.1 Build Strong Leadership Team43

To build capacity and skills of Local Government leaders –Chief Executive Officers (CEO) and senior staff

Acceptance of importance of vision building and engaging the workforce and local communities

Develop and promote recognition of skills linked to:

o Working in collaborations and partnerships

o Vision building and setting directions with Local Government‘s workforce and communities.

Qld: City Of Thuringowa development of strategic executive competencies for senior managers

NSW: LGMA provision of leadership development and training programs

National: Attracting and Recruiting Talent Workshops supported by LGMA National: IPWEA, PIA, ALIA, Local Government Finance Professionals and Local Government Community Services Association of Australia

43 Ideas drawn from National Forum input, interviews with stakeholders and a range of articles on leadership primarily Kotter J. P. (1999) What Every Leader Should Do Harvard School of Business Review April ; Warner J 2001 Local leadership, Local Choice; United Kingdom Leadership Development Commission 2004 www.localleadership.gov.uk\32

Natio

nal S



Acknowledgement of key set of skills required by Local Government leaders

Promote and encourage recognition, through recruitment and professional development support for, CEOs and senior staff who communicate the vision, develop flexible strategies and tactics to implement the vision and motivate workers. This requires people who:

o Are adaptive, creative and inspire trust in shared values

o Can develop transformative processes that eradicate obstacles and empower the workforce and local communities

o Build teams and directly communicate with staff and community

o Take risks, seek solutions and make decisions to obtain best results

NSW: LGMA development and recognition of the competences required by senior managers and CEOs

National: IPWEA National Emerging Leaders Award

SA: LGMA Emerging Leaders Program

Vic: LGPro Emerging Leaders Awards and network

WA: Shire of Mundaring recruit people who are a good fit for the organisation, in particular managers and supervisors, with sound attitudes and values and the ability to work harmoniously in a team

Qld: LGAQ Future Leaders Program & Executive Management Program, for existing and potential CEOs

Capacity to engage in organisational change process without alienating the workforce or the community

Develop and promote local governance practices, especially Human Resources (HR), that are:

o Efficient – decisions that are quick, responsive and accurately reflect community needs and aspirations

o Transparent – clarity of responsibility for decisions

o Accountable – ability to measure activity against policies, plans

o Encourage Integrity – high quality standard of conduct that inculcates trust and confidence

o Outcome focused -reduce administrative burdens and red tape

Qld: Consider case examples eg: City of Thuringowa Queensland

Qld: LGAQ has developed a ‘Size, Shape and Sustainability’ handbook to guide Local Governments through the reform agenda

Key Topic Area

4.4.2.2 Working Collaboratively

To cultivate collaborations that lead to resource sharing resulting in reduced demand and counters lack of supply of skilled workers

Local Government competing with private sector for skilled staff

Promote and encourage collaborations between Local Government and State and Territory Government to develop programs to attract professionals into the Local Government sector

Promote and encourage collaborations and partnerships between Local Governments to share resources and coordinate management following feasibility and resource analysis

Promote and encourage development of Local Government alliances with the private sector

Vic: Planning Bank - Municipal Association Victoria with financial support of State and Territory Government (Regional Development Victoria and Department of Sustainability And Environment) to:

o Create a pool of statutory and strategic planners to resource Local Government especially in regional and rural areas

o Promote Local Government as an employer of choice

o Develop education and career framework in educational institutions

o Encourage Local Government initiatives such as resource sharing, cluster management and cadetship.

33National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7


NSW: Regional resource sharing and alliance arrangements through regional organisations of Councils encouraged by State and Territory Government

NSW: New England Strategic Alliance of Councils Share Service Human Resources (HR)

Four Local Governments consolidating of HR activities including salary systems, recruitment resources, HR policies and procedures, and training resources. The initiative will result in consolidating activities into 8.2 specialist positions.

Key Topic Area:

4.4.2.3 Work Redesign

To maximise efficiency and work satisfaction of Local Government workforce and reduce the demand for specific skills

Reduce the demand for skilled workers

Reduce time lost by skilled staff in administration and ancillary activities functions

Promote and encourage reviews of work functions to determine most effective delivery including without exclusion:

o Redesign roles to create opportunities for para-professional, technical support and administrative roles

o Share expert roles across a number of Local Governments.

Promote the job/task analysis to identify:

o Tasks that could be undertaken by non-profession staff

o Unnecessary red tape

National: Planning Institute Australia: recognition of shortage of tertiary qualified planners and role of planning assistants, providing research, report writing and routine development assessment. Development and delivery of Certificate IV Planning Assistants

National: IPWEA “New Ways of Working” project proposal aimed at reducing the demands on engineering and technical staff

NSW: development of a Diploma In Environmental Health to create a para- professional to support Environmental Health Offices

Efficient and effective use of technology

Promote and encourage reviews of service delivery to ascertain possible improvement by using new technology such as e-commerce and electronic payment systems

Develop and promote the capacity for Local Governments – the organisation and staff - to utilise technology to work more efficiently, for example:

o Telecommuting to enable work off-site, especially for remote Local Government, this can be facilitated by video conferencing, use of the internet and emailing

o Enabling work from home for workers caring for family members

( Links with Employer of Choice)

NSW: New England Strategic Alliance of Councils Finance and IT sectors shared services model. Establishment of a Business Systems Analyst to scrutinise five Councils’ processes and ensure the continuous improvement and eliminating the need for separate Directors of Corporate Services

Key Topic Area

4.4.2.4 Increasing local work participation

To enhance the local economics and improve local employment prospects recognising the key role of Local Government in regional communities and economies

34

Natio

nal S



Difficulty of attracting workers to rural and regional area

Declining growth in the working age population, at the same time as limited action to employ local communities

Promote and encourage growing the local workforce by developing proactive processes and programs that bring previously under-employed local populations into the Local Government workforce (these population groups include indigenous, culturally and linguistically diverse, disabled, unemployed, people over 55 years of age, farming family members)

Promote and encourage work opportunities that enable staff to up-skill or re-skill on-the-job

National: LGMA Encouraging Women in Local Government at both Councillor and senior manager level

NSW: Moree Plains Shire inclusion and support programs for local indigenous community

SA: Parks and Leisure Australia provision of six pack seminar series providing a range of skill and resource development [email protected]

Vic: Mildura Rural City Council has established an innovative new website designed to encourage and assist skilled workers interested in moving to the regional Victorian municipality

www.liveworkmildura.com

WA: Shire of Mundaring recruits locally and develops workers through training and develop ie: ‘growing our own’

Qld: City of Thuringowa ‘Growing our Own’ workforce planning project

4.4.3 Strategic Objective 3. Local Government an Employer of Choice

GOAL: To promote the use of flexible and leading edge human resource management practices that transforms Local

Government into a desirable workplace.

Local Government lacks sufficient labour market knowledge and strategies to provide career diversity and development.

To become an innovative employer, it must adopt flexible and leading edge human resource management practices.



Key Topic Area

4.4.3.1 Understanding the workforce and the workplace

To undertake workforce planning research into the motivation, aspirations and needs of current and future workers

Lack of informed workforce planning that takes account of aspirations, needs and perception of Local Government ’s current workforce

Promote and encourage the inclusion of Workforce Planning as key component in Council’s corporate planning

Promote and encourage Workforce Data Collection that facilitates the development of workforce planning strategies to attract staff to fill skills gaps, develop incentives for staff retention and phased retirement, and succession planning. Workforce data Collection includes:

o Collecting and maintaining quantitative workforce statistics including workforce turnover, age profile; career patterns, and future skills requirements matched to current skills

o Collecting qualitative workforce data on skills and labour shortages, and employee work intentions.

NSW: Skills Taskforce Collaboration between Department of Local Government; LGMA NSW LGSA and peak professional associations funded qualitative research (July 2005 Redletter Information) with 56 Local Government workers regarding skills shortages and opportunities for improvement in recruitment and staff development

NT: Alice Springs Town Council data collection regarding staff turnover to assist in staff recruitment and retention

WA: WALGA survey of Local Governments to identify skills shortages and development of GradStart program, to provide graduates with a broad experience via placements in both country and metropolitan Local Governments, as well as an appreciation of the diversity of issues relevant to Local Government

Qld: Brisbane City Council 2004 Work and Lifestyle Survey or workers over 46 years of Age to ascertain future intentions regarding work and life enabled development of workforce strategies that allowed ‘older’ workers to change work eg take on new or different roles whilst remaining at the Council

35National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7


Qld: Brisbane City Council tracks unplanned separations in ‘hot skills’ areas and develops learning and development plans that include strategies to enhance manager quality behaviours in these areas

Qld: City of Thuringowa ‘Motivation, Attraction and Retention’ strategy to survey workers on their career expectations

Poor community perceptions of Local Government and lack of understanding regarding Local Government activities

Develop and promote to local primary and secondary schools and tertiary students, residents, businesses and community:

o Role of Local Government

o Local Government as a diverse workplace employing professionals from a range of disciplines

(Links to Image)

SA: LGMA promoting Local Government as a employer of choice: Survey of perceptions of Local Government included a range of professionals not employed in Local Government, tertiary and school students and councillors, teachers and lecturers, and recruitment consultants and the media to develop a communication program to better position Local Government.

Key Topic Area

4.4.3.2 Develop Flexible HR Practices aimed at retaining workforce

Provide workers with opportunities for career diversity and flexibility that accommodates both professional and personal aspirations

An ageing workforce that is desiring a changed work-life balance and wanting to take advantage of superannuation benefits at 55 years of age

The contradiction between superannuation entitlements and packages that encourage retirement at 55 and the need to retain older workers.

Develop and promote, in consultation with the workforce, a range of flexible HR practices that allows older workers to change their work level, focus on non-work priorities, and/or transition to retirement. Activities include:

o Continuing professional development

o New skill development to permit taking on new roles such as mentoring and coaching

o Flexible work arrangements to facilitate phased retirement eg work from home, part –time work or job sharing

o Extended leave to allow social and caring needs

o Leave without pay

o Facilitate job change to enable reduced work loads

o Creation of a worker pools to cover contingencies such as illness, increased work loads and locums

o Offer contracting work role

o Review workplace health and safety

o Assist with superannuation and retirement planning.

Promote reviews of superannuation schemes to ensure that they do not act as a disincentive to employees continuing work after reaching retirement age

NSW: Moree Plains Shire: Job share to assist with staggering retirements

WA: Shire of Mundaring offers graduated retirement for invaluable staff wishing to scale down their hours of work. Succession planning includes regular ‘acting’ opportunities and training and development

WA: Shire of Mundaring provides training in areas of skills shortages for workers who have experienced a workplace injury and can no longer work in their original role

36

Natio

nal S



Perception that Local Government work does not provide career development or diversity

Develop and promote individual workforce performance appraisal planning that includes consideration of:

o Rewards based on performance

o Career and professional development planning for current work role and desired alternative work roles

o Facilitate career mobility across the organization and

o Provision of training and development in relation to current skill area and a range of generic technology, management, operational, organisational and communication ‘soft skills’.

Promote and encourage workplaces to adopt HR practices that enable staff to care for young children, older or disabled family members

NSW: Kempsey Shire Council development of HR Strategy with range of initiatives including Health and Well being Program and performance recognition

WA: City of Albany assistance with tertiary qualifications including course fees and study leave also payment of conference and training expenses and payment of an allowance for years of continuous employment www.employerofchoice.albany.wa.gov.au

Training and Development

Provide access to relevant and flexible training and development, particularly in the areas of skills shortages

WA: Shire of Mundaring offers online and flexible learning.

NSW: North Sydney Council launched an e-learning approach for compliance training, taking into account the many part-time and casual employees and their inability to access training during regular business hours

Key Topic Area

4.4.3.3 Innovative HR Work practices 44

Establish HR practices that creates respectful relationship between employee and workplace establishing culture of trust, loyalty and commitment

Workers from Generation X (born between 1965 and 1980) are at mid career and seeking work life balance due to family responsibilities, especially caring for children and elderly parents

Develop and promote innovative work practices and employment agreements that are responsive to workers’ needs that create a family friendly workplace, for example by:

o Access to Job Share, part-time work and work from home

o Carer’s leave

o Provision or access to child care

o Provision of employees counselling and health and welfare programs

o Flexible leave arrangements

o Unpaid leave for culturally determined activities

o Opportunities for secondments to interstate or overseas.

NSW: City of Gosnells Employer of Choice Work Life Balance Policy. www.gosnells.nsw.gov.au

NSW: Moree Plains Shire – Job Share offered to women after maternity leave

Qld: Brisbane City Council offers flexible work arrangements as part of Enterprise Agreement including:

o “purchasing leave” allows double the annual leave at half pay

o paid paternity leave – 12 weeks will increase to 14 weeks;

o adoption leave

o up to two years’ unpaid parental leave

o cultural and ceremonial leave

o paid short-term carer’s leave

o telecommuting, ie: working from home using phone and internet to link with the workplace to assist return to work after maternity leave or a injury or illness.

NSW: North Sydney Council ‘Money Matter$’ and ‘Health Matters’ programs providing access to free financial planning advice and a health improvement program

44 These issues and responses have been divided into age groupings. However, the issues and responses proposed are relevant to all age groups. 37National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7


New graduates and new workers from Generation Y (born 1980) seeking recognition and engagement

Develop and promote responsive HR practices including:

o Timely decision making on recruitment

o Structured processes for new recruits to actively participate in organisational review and reform

o Develop career path planning at work commencement

o Conduct performance appraisal process

o Offer opportunities for leadership and professional development

o Develop secondments and/or swaps between Local Governments.

NSW: Kempsey Shire Council provision of MBA Program

Qld: NQ Regional Organisation of Councils has formed an HR subgroup which has developed a range of recruitment, retention and attraction strategies for the region

NSW: Strategic Alliance between Shires of Wellington, Blayney and Cabonne that facilitates working in a number of Local Governments within the one training program

Difficulty in attracting staff to regional and rural areas

Develop and promote a range of incentives to attract and retain staff including:

o Attraction and retention bonus

o Relocation Assistance both financial and housing

o Secondary Job assistance for family members ie: assist other family members with employment

WA: Shire of Esperance has a range of strategies including salary benchmark review, increase in recruitment and retention salaries, flexible work arrangements, joint recruitment strategy with, Chamber of Commence & Industry, Port Authority, Sate Government and private enterprise www.workinparadise.com.au

NSW: Moree Plains Shire: development of a family inclusive employment program, assistance with removal expenses, and salary packaging

NT: Alice Springs Town Council provision of range of incentives to attract and retain staff including:

o District Allowance to counter high cost of regional living

o Relocation Assistance Allowance

o Above Award salaries benchmarked locally and with capital cities

o Above Award employment conditions eg: generous superannuation and 14 weeks maternity leave

38

Natio

nal S


4.4.4 Strategic Objective 4. Image

GOAL: To develop and promote a positive public image of Local Government as: flexible, cutting edge, and

responsive to its constituents – local communities, local businesses and its workforce.

Need to counter the lack of public recognition and understanding of Local Government’s diverse role in protecting,

developing and ensuring sustainability of built and natural environments, at the same time as planning for and

providing a range of social and community services and facilities.


Area to Address Responses 45 Case Studies – Examples of Good Practice

Key Topic Area:

4.4.4.1 Establish Local Government Brand

Promote the Local Government as a industry with common value positions that provides a range of services to local communities ie: establish Local Government Brand with associated values

Lack of public’s understanding regarding the depth and range of activities carried out by Local Government

o Promote and encourage conduct of research, into public perceptions regarding Local Government’s role and activities, to gain understanding of messages for marketing and branding campaigns that promote Local Government values of:

o Openness

o Flexibility

o Diversity

o Responsiveness to employees and local communities.

SA: LGMA leading the Local Government as an Employer of Choice project that included surveys of range of professionals and proposals for marketing and branding campaign for Local Government www.lgma.sa

NZ: Study into public perceptions of Local Government as an employer, presented at the Local Government National Skills Summit in 2006

No single unifying value proposition associated with Local Government as a sector

Develop and promote a single value position that is the umbrella under which all employment marketing for Local Governments across Australia sits, thus creating the image of a cohesive sector

SA: Promoting Local Government as an Employer of Choice study proposes as single value proposition:

“Shape Your World”

No agreement as to the key, sector –wide employment values

Develop, agree to and promote a set of sector wide values that set out the benefits of working in the local Government sector

Promote and encourage the adoption of value propositions by Local Governments to ensure that there are no false assertions that can lead to the disillusionment of new recruits ie: make sure the ‘proof is in the pudding’

SA: Promoting Local Government as an Employer of Choice study proposes the following set of values:

- A great work-life balance

- Variety of opportunities and diversity in employment experiences

- Job flexibility

- Support for professional and personal development and “career – hopping”

- Focus on results for your community rather than profits for shareholders

- Hands on, complex and outcome focused work

- Tendency towards providing autonomy resulting in higher ownership of work

- Job security and ability to move within the organisation

45 A number of the responses have been drawn from the report for LGMA South Australia tmp.worldwide, 2006, Promoting Local Government in South Australia as an employer of choice Draft Report of findings, insights and recommendations 39

National Skills Shorta

ge Stra

tegy

for L

ocal G

over

nmen

t –

May

200

7

40

Natio

nal S


Area to Address Responses 45 Case Studies – Examples of Good Practice

Key Topic Area :

4.4.4.2 Promote Local Government as a employment Sector

Promote Local Government as an industry sector that provides a range of career and employment opportunities

Local Government seen as individual enterprises with little understanding that the sector provides multiple career opportunities spread across numerous locations and professions and trades

Promote and encourage advertising and publicity that displays Local Government as a sector that provides a depth of career opportunities including portability of benefits such as long service leave

SA: Careers in Local Government website with a range of tools and assistance for school teachers, students, people seeking work and Councils www.localstuff.sa.gov.au

Tas: Careers Kit and website providing comprehensive information regarding diversity of careers in Local Government aimed at school leavers, graduates and people wanting a career change. Sponsored by Local Government Association Tasmania www.councilcareers.tas.gov.au

Lack of knowledge regarding Local Government career options

Promote and encourage publicity regarding diverse Local Government Careers

Develop and promote targeted information campaigns regarding careers and training and professional development in the workplace to reach students in Schools and Universities

WA: WALGA TV Advertisements: A campaign using actual Local Government employees to demonstrate that Local Governments are providing a range of community services including recreation facilities, child care, aged care and security patrols and that with those services is the opportunity for employment anywhere in the State www.walga.asn.au

Key Topic Area :

4.4.4.3 Promote Local Government disciple and role areas

Provide different areas of work activity within Local Government with clear values and messages about career and community benefits of working in Local Government

Lack of knowledge by professional disciplines of Local Government opportunities

Separate Local Government work into professional areas and develop and promote employment value propositions and associated targeted employment messages.

SA: Promoting Local Government as employer of choice report recommendations – professional areas and employment messages:

- Admin/Clerical – an experience smorgasbord & career springboard

- Planning – Play Sim City in the real world

- Engineering/Building – Shaping out whole environment with your own hands

- Environmental Health /Community Services – Guardians of our 21st century lifestyle

- Corporate Services – Achieve something greater than profits for shareholders

41National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

Section 5: Strategies for the Future 5.1 Recommendations for Action

Eighteen recommendations across the four strategic

objectives are identified below:

Local Government Career Pathways

1. Seek start-up infrastructure funding to establish

Regional Group Training Enterprises across a

number of Regional Local Governments that

support apprenticeships and traineeships.

2. Develop proposals for the co-ordination,

development and integration of a range of

programs from Skills for the Future Programs.

For example: demonstration projects for training

and up-skilling current Local Staff to take on

para-professional roles.

3. Advocate that Regional Local Government

becomes a designated industry that requires

recruitment and retention funded initiatives

4. Present a united voice to the Commonwealth

Government regarding the skills shortage

needs of Local Government for skilled migration

programs, for example:

• Propose the Steering Committee as the

designated national body that DIAC Industry

Outreach Officers work with to assist Local

Governments to access skilled migrants

• Advocate that Migration Occupations in

Demand Listings include the occupations

experiencing Skills Shortage across Local

Government

• Develop regional skilled migration programs

with Local Government as the lead agency

collaborating with local Chambers of

Commerce and Industry.

5. Develop proposals for funding under the

Department of Employment and Workplace

Relations Jobwise initiative for promoting mature

age employment. Proposals should include

collaborations with education institutions, detail

selected work areas and outline capacity for staff

to retrain into new areas of work.

6. Establish a coordinating program to organise and

monitor secondments and exchange programs

for Local Government staff between Local

Governments in Australia and overseas and with

private sector organisations.

7. Seek funding for Local Government Regional

Careers Advisors based in State Local

Government Associations, to develop and

distribute careers promotion kits to schools and

training bodies across the State.

8. Seek funding for research and development

projects to assist Local Governments and peak

professional bodies to develop career pathways

with appropriate training and professional

development courses for skilled assistants and

para-professionals.

Leadership in Local Government

9. Seek funding to establish Local Government

Scholarships for Leadership in Regional

Workforce Development – from the Minister for

Vocation Education and Training as part of the

National Local Government Awards.

The award criteria should relate to development

and provision of:

• Flexible work arrangements

• Training and professional development.

10. Develop a number Employer Demand

Demonstration Projects at the regional level for

recruitment, employment and retention strategies,

to increase participation in the workforce of

people with a disability, parents, those over 50

years of age and the long term unemployed.

11. Establish a virtual Local Government Leadership

Centre – as a Centre of Excellence that promotes

and develops innovative management and

organisational practices. This Internet based

Centre would provide templates and tool kits,

information on training and development

opportunities across Australia, act as a

clearing house of information regarding

initiatives developed and adopted across

Australia to address skills shortage and

promote Local Government as an

employer of choice with leading

practices.

42

Natio

nal S


12. Seek funding for projects to investigate ways to

reduce the demands on professionals’ (tertiary

qualified and technical staff) time, enabling them

to undertake the work requiring their expertise and

thereby making better use of available technical

and professional skills within Local Government.

Local Government as Employer of Choice

13. Development of National Local Government

Employer of Choice brand and benchmark for

Promotion at Career Expos.

14. Seek funding to establish Regional Employer of

Choice organisations that assist in developing

Local Government alliances with Chambers of

Commerce and Industry to attract workers.

15. Develop a stand alone extranet site for Local

Government “A Great Place to Work“ that

provides best practice case studies of careers

and career diversity across Local Government

with and links to regional, state and local

employer of choice websites.

16. Develop and advocate for a package of relocation

incentives, including taxation incentives, to

encourage families to move to rural and remote

regions.

Image

17. Establish a Local Government national Brand to

promote Local Government across Australia as:

• A responsive, community engaged and

multifaceted sector

• An Employer of Choice

• Offering a diverse and rewarding career to

school leavers, tertiary students and graduates

18. Develop a national marketing campaign using

various media to promote the National Local

Government Brand, Local Government’s role

and discipline values with State contact and

organisational points.

5.2 Key Initiatives for Action

Through analysis of the above eighteen

recommendations across all four strategic objectives,

five key initiatives have been identified for action by

Local Governments and peak professional bodies in

collaboration with State, Territory and Commonwealth

Governments. The five key initiatives recommended for

action are:

5.2.1 Local Government Centre for Excellence (Leadership).

A central proposal that stems from the Strategy is

the establishment of a virtual Local Government

Centre for Excellence (Leadership). The Centre

would provide a unique opportunity to showcase,

promote and develop best practice in Local

Government workplace developments, as well as all

aspects of good governance and Local Government

management. Ultimately, the Centre will serve as the

site for Local Government providing information and

tools to improve the sector’s standards. The activities,

information and tools that the Centre would provide

may include:

1. Operating as information clearinghouse regarding

activities being undertaken across Australian by

Local Governments and other peak professional

bodies including, without exclusion:

• Strategies to address skills shortages such

as developing career pathways, engaging

underutilised populations, working in alliances

and sharing staff resources and developing

traineeships

• Case studies of innovative and responsive HR

management practices

• Accessibility of information ie: enabling the

case studies to be hyperlinked to the source

Local Government.

2. Articulating the National Local Government

Employer of Choice brand and value propositions

that can be adopted and used across Australia to

promote Local Government as a “Great Place to

Work”

43National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

3. Developing templates and guides of good

practice in employment and management, to

enable Local Governments to benchmark and

develop responsive HR practices to attract and

retain staff

4. Providing a range of toolkits for Local

Governments, using the National Employer of

Choice brand, that can be used to promote Local

Government work and careers, at local schools

and tertiary institutions and at local career expos

5. Facilitating or brokering exchange programs

between Local Governments and Local

Government and other sectors (public and

private) within Australia and overseas.

It is recommended that the Centre be located within

an existing organisation such as LGMA and be

managed by an Advisory Committee made up of the

members of the National Skills Shortage Steering

Committee. The Advisory Committee would provide

policy and strategic planning advice.

The Centre would be a multi-site research organisation

that offers industry a broad accessibility to the

Centre's personnel and services. The Centre could be

serviced by staff at different locations and have one

central point of access. The Centre could operate with

2-3 staff that work on developing and maintain up-

to-date information. It would also be useful to provide

telephone support and contact.

The Centre would work with various Local Government

and peak professional bodies (such as the members of

the Advisory Committee) to develop project proposals

and the roll out pilot and demonstration projects. It

is assumed that the Centre would act as a broker

assisting various National and State organisations to

access funding from government.

5.2.2 New Ways of Working

A number of proposed initiatives have been developed

to address the demand side of skills shortages facing

Local Government. Encompassed in the proposal that

Local Governments adopt ‘New Ways of Working’ are:

1. Developing and adopting up-to-date employment

practices and job design (eg: part-time work, job

share and family friendly work practices)

2. Providing career pathways for ‘para-

professionals’ thereby ensuring that Local

Governments make efficient and effective use

of professional, skilled and technical staff (eg:

planning assistants)

3. Advocating for Government funded incentives to

attract and retain skilled staff in rural and remote

regions (eg: taxation incentives).

Promotion of the New Ways of Working in Local

Government could be fostered with the Minister for

Vocation Education and Training awarding Local

Government Scholarships for Leadership in Regional

Workforce Development (funded as part of the

National Local Government Award).

5.2.3 Training and Professional Development

The lack of supply of skilled staff is a central issue

confronting industries across Australia not only Local

Government. A range of Local Government training

and professional development projects is required

to address this supply shortage in relation to both

attraction and retention projects such as:

1. Research and analysis of Local Government

career pathways and training and professional

development needs

2. Establishment of Local Government Group

Training Enterprises to service a number of Local

Governments. The Local Government Group

Training Enterprises will develop apprenticeships

and traineeships in collaboration with training

providers, organise placements, provide

supervision and support, as well as job

placement

44

Natio

nal S


3. Development of training programs for Local

Government’s mature aged workforce that

encompasses re-skilling to enable experienced

mature Local Government workers to act as

mentors /coaches or trainers of newly engaged

workers

4. Instigating professional development programs

than embrace upgrades of current qualifications

of Local Government staff, as well as

secondments and exchange programs, between

Local Governments and Local Government and

the Public and private sectors.

5.2.4 New Worker Attraction

Recognising the decline in the natural rejuvenation of

the Australian workforce associated with an ageing

population two key recommendations to increase

supply of Local Government workforce are:

1. Developing a diversity of Employer Demand

Demonstration Projects at regional level

for recruitment, employment and retention

of underutilised local populations groups

including people with a disability, sole parents,

those over 50 years of age, long term

unemployed, indigenous and refugee and

migrant communities. These projects would

include training, support and mentoring over a

reasonably substantive period (up to 2 years) to

maintain participation in the workforce.

2. Promotion and development of Local

Government for skilled migration programs and

protocols, for example:

• LGMA becoming a designated national body

that DIMA Industry Outreach Officers work

with for the provision of service to assist Local

Governments access skilled migrants

• Developing regional skilled migration programs

with Local Government being the lead

agency collaborating with local Chambers of

Commerce and Industry

5.2.5 Promoting Local Government as Employer of Choice

Ensuring the increase in supply of the workforce will

require public recognition of responsive employment

practices and the career opportunities on offer

within Local Government. To progress community

understanding of Local Government’s role as a

responsive, community engaged and multifaceted

sector, with a multitude of diverse rewarding career

options for school leavers, tertiary students and

graduates requires:

1. Developing a National Local Government

Employer of Choice brand and benchmarks

for use at career expos within Australian and

overseas

2. Establishing regional Employer of Choice

alliances between Local Government, Chamber

of Commerce and Industry to promote regional

employment

3. A national marketing campaign using various

media to promote the national Local Government

Brand and role and discipline values with State

contact and organisational points.

45National Skills

Shortage S

trate

gy

for L

ocal G

over

nmen

t –

May

200

7

ReferencesBureau of Transport and Regional Economics, 2006, Working Paper 68: Skill Shortages In Australia’s Regions

Council of Australian Governments (COAG), Communiqué 14 July 2006 http://www.coag.gov.au/

Department of Employment and Workplace Relations, 2006, Australian Jobs 2005 www.workplace.gov.au/NR/rdonlyres/D89DF430-C009-4E7F-812E-1BA4235428E1/0/AustralianJobs2006.pdf,

Department of Employment and Workplace Relations, May 2004, Administration and Defence Educational Profile

Department of Education Science and Technology, 2006, Government and Community Safety Industry Skills Report, Draft

Department of Transport and Regional Services (DOTARS), 2006, Local Government National Report 2004-05 on the Operation of the Local Government (Financial Assistance) Act 1995 Apprendix G

Department of Transport and Regional Services (DOTARS) 2004-05 Local Government National Report 2004-5 on the operation of the Local Government (Financial Assistance) Act 1995

Grey, J, 8 December 2006, Now its bully for workers Australian Financial Review Drawn from DEST 2006 Draft Industry Skills Report Government and Community Safety Industry

Goward P et al. 2005, Striking the balance: Women, men, work and family, Discussion Paper, Human Rights and Equal Opportunity Commission, Sydney, http://www.hreoc.gov.au/sex_discrimination/strikingbalance/index.html

House of Representatives Standing Committee on Economics, Finance and Public Administration, 2003, Rates and Taxes: A Fair Share for Responsible Government

Hudson, 2006, 20:20 The Evolving Workplace

Hugo et al (2005) cited in Department of Transport and Regional Economics 2006 Skill Shortages in Australia’s Regions working paper 68

Jorgensen, B 2004, 20:20 Australia Series, ‘The Ageing Population: Implications for the Australian Workforce’, Hudson Global Resources and Human Capital Solutions, http://au.hudson.com/documents/emp_au_Whitepaper_ageism.pdf

Kotter J. P. (1999) What Every Leader Should Do Harvard School of Business Review April ; Warner J 2001 Local leadership, Local Choice; United Kingdom Leadership Development Commission 2004 www.localleadership.gov.uk

Leitch 2006 Review of Skills, Prosperity for all in the global economy – world class skills final report, Treasury www.hm-treasury.gov.uk/leitch

LGMA South Australia tmp.worldwide, 2006, Promoting Local Government in South Australia as an employer of choice Draft Report of findings, insights and recommendations

Monash University Centre of Policy studies, 2005, Industry Sector Estimates

National Centre for Social and Economic Modelling 2005, University of Canberra, Analysing Australia’s Ageing Population: A Demographic Picture, Paper presented to ‘Australia’s Ageing Population Summit 2005’, Financial Review Conferences, Sydney, http://www.natsem.canberra.edu.au/publications/papers/cps/cp05/cp2005_012/cp2005_012.pdf

PricewaterhouseCoopers, 2006, National Financial Sustainability Study of Local Government Commissioned by the Australian Local Government Association

Productivity Commission 2005, Economic Implications of an Ageing Australia, Research Report, http://www.pc.gov.au/study/ageing/finalreport/index.html

Richardson 2005 cited in Department of Transport and Regional Economics 2006 Skill Shortages in Australia’s Regions working paper 68

Sheahan, P 2006, Talking Point – Generation Y in the Public Sector, PS News, http://www.psnews.com.au/TalkingPoint19September06.html

National Skills Shortage Strategy for Local Government

Documents

Transcript of National Skills Shortage Strategy for Local Government