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Transcript of WORKFORCE PLAN 2013-2017 - Pilbara Regional … 4 of 20 | Workforce Plan v20130617 0843 (Final).docx...
Page 2 of 20 | Workforce Plan v20130617 0843 (Final).docx
CONTENTS
1 PILBARA REGIONAL COUNCIL – WORKFORCE PLAN 2013-2017 .................................................................................................................................... 4
1.1 INTRODUCTION ................................................................................................................................................................................................................ 4 1.2 WHAT IS WORKFORCE PLANNING? ................................................................................................................................................................................. 4
2 INTERNAL WORKFORCE ..................................................................................................................................................................................................... 5
2.1 SITUATIONAL ANALYSIS ................................................................................................................................................................................................... 5 2.2 STAFF DEMOGRAPHICS ................................................................................................................................................................................................... 6 2.3 STAFF RETENTION ............................................................................................................................................................................................................ 9 2.4 FINANCIAL ANALYSIS ....................................................................................................................................................................................................... 9 2.5 ASSESSMENT OF THE WORKFORCE ................................................................................................................................................................................ 9
3 EXTERNAL WORKFORCE .................................................................................................................................................................................................. 10
3.1 SITUATIONAL ANALYSIS ................................................................................................................................................................................................. 10 3.2 AN AGING WORKFORCE ................................................................................................................................................................................................ 10 3.3 AVAILABILITY OF LOCAL STAFF ..................................................................................................................................................................................... 10 3.4 SKILLS SHORTAGE .......................................................................................................................................................................................................... 10 3.5 IMPLICATIONS ................................................................................................................................................................................................................. 11
4 STRATEGIC COMMUNITY PLAN WORKFORCE REQUIREMENTS .................................................................................................................................. 12
4.1 SUPPLY DEMAND ANALYSIS ........................................................................................................................................................................................... 12 4.2 RISK .................................................................................................................................................................................................................................. 12
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4.3 STRATEGIES TO MEET FUTURE WORKFORCE REQUIREMENTS ................................................................................................................................... 14
5 SECTION 4: MONITORING AND EVALUATION ............................................................................................................................................................... 15
5.1 KEY PERFORMANCE INDICATORS ................................................................................................................................................................................. 15
6 APPENDIXES ...................................................................................................................................................................................................................... 16
6.1 APPENDIX A ..................................................................................................................................................................................................................... 16 6.2 APPENDIX B ........................................................................................................................................................................................................................ 18 6.3 APPENDIX C – PRC RISK MATRIX .................................................................................................................................................................................... 19
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1 PILBARA REGIONAL COUNCIL – WORKFORCE PLAN 2013-2017 1.1 INTRODUCTION
Workforce Planning is defined as “a continuous process of shaping the workforce to ensure that it is capable of delivering organisational objectives now
and into the future” (Australian National Audit Officer, 2004). Workforce
planning has become an important part of local government operations as councils needs to know they have the capacity and capability to deliver on
strategies, plans, programs and key services and anticipate the workforce requirements to meet future strategic goals.
The Pilbara Regional Council Workforce Plan (2013-17) will help us plan our
human resource requirements for the next four years.
1.2 WHAT IS WORKFORCE PLANNING?
Workforce planning identifies the human resources and skills required to deliver on the medium to long-term strategic direction of our stakeholders, as outlined
in our Strategic Community Plan. This Workforce Plan outlines a number of
strategies that we must implement to ensure that we have the appropriate resources in place, now and into the future.
The Workforce Plan is also an essential component of the Corporate Business Plan (CBP), which identifies workforce requirements and strategies for current
and future operations over the next four years.
This Workforce Plan:
• Profiles the current PRC workforce;
• Assesses the impact of the external workforce on the PRC current and future workforce;
• Identifies the implications of the Strategic Community Plan outcomes and strategies on the current and future PRC workforce;
• Outlines strategies for addressing the implications; and
• Sets out how the delivery of this Workforce Plan will be monitored.
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2 INTERNAL WORKFORCE 2.1 SITUATIONAL ANALYSIS
PRC currently employs three members of staff, which are supported by a number of external providers. The Figure below outlines the organisational structure of PRC:
Regional Council
Lynne Craigie (Chair)
Project Administrator
Melody Pia
Administrative Assistant
Vacant
Records
Shannon Craigie
Chief Executive Officer
Tony Friday External Service Providers
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2.2 STAFF DEMOGRAPHICS
Pilbara Regional Council employs 2 females and 1 male.
The Figure below outlines the distribution of females to males at PRC:
The Figure below outlines the employment types within PRC:
-2 -1 0 1 2 3
26-35 yrs
36-45 yrs
Number of Employees
Age
Gro
up
Female Male
0
0.5
1
1.5
2
2.5
Full-time Part-time
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The Figure below outlines the qualifications of employees at PRC:
The Figure below outlines the location of the PRC workforce:
0
1
1
2
2
3
Formal education
Certificate / Diploma
0
0.5
1
1.5
2
2.5
3
3.5
Perth Office Remote
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The Figure below outlines the current length of service for all PRC employees:
The Figure below outlines the qualifications of PRC employees:
0
0.5
1
1.5
2
2.5
Less than 2 years
Between 2 and 5 years
More than 5 years
Less than 2 years
Between 2 and 5 years
More than 5 years 0
0.5
1
Formal education
Specific position related external courses
None
Formal education
Specific position related external courses
None
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2.3 STAFF RETENTION
Over the past two years, PRC has experienced a workforce turnover ratio of
200% due to strategic realignment with the PRC’s focus according to member councils.1
2.4 FINANCIAL ANALYSIS
PRC has spent approximately $240,000 of its operating budget on employee
costs. This represents less than a quarter of overall expenses.
Year Employee Costs % of Total Budget
2012/13
(Budget)
$243,932 3.3%
2011/12
(Budget)
$224,205 4.5%
PRC has budgeted in the 2012/2013 $5,000 for staff other expenses and $5,000 for conferences and training.
1 Turnover ratio is defined as the ratio of the number of employees who leave the organisation, either voluntarily or involuntarily, to the total number of people of staff.
2.5 ASSESSMENT OF THE WORKFORCE
With such a small organisation like PRC, there is significant organisational risk
with a high turnover that corporate knowledge will be lost in the event of an unexpected or sudden resignation / loss of employee. However it is not
expected that the high workforce turnover ratio will continue.
Operations within PRC are highly centralised, which provides for efficient processes and greater organisational cohesion.
Staff resources are supported by external expertise by the use of external service providers.
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3 EXTERNAL WORKFORCE 3.1 SITUATIONAL ANALYSIS
It is widely acknowledged that the national and international workforce is changing. Changes in
the national and state demographic profile, growth
of the mining sector, skills shortages, emerging, and international economic uncertainty add to the
challenges of workforce planning. The local government sector employs approximately
178,000 people nationally, however, local
governments are finding attraction and retention of employees increasingly challenging. There are
three influences that will have a major impact on PRC and its member councils’ operations,
including:
• An aging workforce;
• Availability of local staff; and
• Skills shortages.
3.2 AN AGING WORKFORCE
Across Australia, there are a large number of ‘baby boomers’ who are nearing retirement.
While PRC is not directly affected by this
significant influence, its member councils are. As more of the local government workforce retires,
the more experience, knowledge, and experience
will be lost, unless dramatic action is taken. Local governments (through the advice of PRC) could
suggest to older employees that they elect to move to part-time work and a phased retirement,
rather than complete cessation of duties.
Strategies to encourage young workers to consider careers in local government may also be a key
feature of Workforce Plans across the region.
3.3 AVAILABILITY OF LOCAL STAFF
The PRC Office is based in Perth, Western Australia, and is well positioned to attract and
retain suitably qualified staff. According to the Department of Education, Employment and
Workplace Relations, labour market conditions in
Perth are stronger than those for Australia overall. Please see Appendix A for further details.
3.4 SKILLS SHORTAGE
With the onset of the mining boom in 2001, Western Australia experienced a sudden, and
exponential tightening of the labour market.
Professional and trade occupations proved the most difficult fields of recruitment, and local
governments, particularly those in the Pilbara Region, have been significantly affected. In direct
competition with resource companies, local
governments in the Pilbara have been forced to offer exuberant employment packages to secure a
reliable employment base.
Skills shortages and the resultant difficulty in
recruiting staff with specific skill sets has, and is
expected to continue, fluctuating within and between states, and in regional and metropolitan
areas. Please see Appendix B for further information.
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3.5 IMPLICATIONS
The above factors are particularly cognisant for
PRC member councils who often have a large employee base, and are located in a regional area
of Western Australia. Availability of local staff is
arguably the most important influence for PRC,
and is highly dependent on the strategic priorities of its member councils. For instance, if PRC
member councils endorse PRC facilitation of a new
bureau service to be based in Perth, PRC will be
forced to recruit staff within the constraints
identified above.
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4 STRATEGIC COMMUNITY PLAN WORKFORCE REQUIREMENTS This section specifically deals with what workforce resources are required for delivering our Strategic Community Plan. This section will also help answer what gaps in
knowledge and skills, positions, and employees currently exist in the workforce that will need to be reduced or removed to achieve our vision.
4.1 SUPPLY DEMAND ANALYSIS
The Table below outlines the Supply / Demand Analysis that has been undertaken to identify and analyse gaps in the PRC workforce in relation to the strategic objectives identified in the Strategic Community Plan:
Key Outcome Area
Current Posit ion Future Posit ion Gap
Bureau Services Number of staff static to delivery services currently provided Growth in Services will require significant increase in staff
with specific operation skills
Potential staff
skill sets
4.2 RISK
PRC has identified the following organisational risks relating to workforce. A Risk Review has recently been undertaken, and PRC has a functioning Risk Management Framework (Appendix C).
Context Risk Description Causal Factors Potential Outcomes Existing Controls Risk Rating
HR Failure to adequately
protect health and
Lack of policy, lack of Staff placed at risk of injury Policy support, regular scheduled 7
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wellbeing of staff adherence to policy policy refresh for all staff
ICT Ineffective information
systems
Lack of internal capability,
budget constraint
Loss of information,
inefficiency due to systems
ICT outsourced to extenal
provider(s)
6
Strategy Ineffective organisational
development
Lack of internal capability, capacity constraint,
budget constraint
Council incurs 'opportunity cost' of inefficiencies
CEO and staff ongoing professional development
8
Strategy Strategic outcomes not
achieved
Lack of internal capability,
capacity constraint,
budget constraint
PRC exposed to regulatory
and reputational risk
Adherence to DLG integrated
planning framework
9
Operations Loss of premises and/or
facilities
Catastrophic event Inability to conduct business
of Council for a period of time
Insurance, business continuity plan 5
Operations Loss of key staff Overwork, remuneration, culture
Loss of key knowledge, inability to conduct the
business for a period of time
Capture and documentation of all key procedures and processes,
central password vault
11
Compliance Failure to meet financial obligations
Lack of internal capability or knowledge, capacity
constraint
PRC exposed to regulatory and reputational risk
Executive notification system, compliance calendar, 3rd party
oversight
8
Operations Failure to manage assets
adequately /
appropriately
Lack of internal capability
or knowledge, capacity
constraint
PRC exposed to regulatory
and reputational risk
Adherence to DLG integrated
planning framework, policy
support, small asset base
5
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4.3 STRATEGIES TO MEET FUTURE WORKFORCE REQUIREMENTS
The strategies listed below are designed to mitigate and manage the internal and external pressures facing PRC.
Management of Workforce
Management of the workforce focuses on identified critical roles, specifically the
skills make that role critical, and seeks to ensure there is current and future
capacity for these to be filled with appropriately skilled in-house staff.
Activit ies:
• Review businesses processes to determine if there are more effective ways to deliver services and train staff accordingly
• Implement staff development strategies and training aimed at staff having the skills to deliver the Strategic Community Plan and Corporate Business Plan.
• Promoting ability in staffing by redesigning roles, introducing flexible working options and better management and use of contract workforce.
Promoting local government as employer of choice
Poor community perceptions and lack of community understanding of the role
of local government may need to be addressed through outreach programs
targeted at students, residents, EEO groups and businesses.
Activities:
• Promoting flexible and family-friendly work practices, scholarship programs, graduate development programs, internships and traineeships to wider employment market
• Ensure all attraction and retention programs demonstrate career paths available to employees
Non-tradit ional labour pools
Non-traditional labour pools can include women, indigenous people, carers,
single parents and migrants. Initiatives relating to these groups can be found in workplace equity and diversity. PRC has considered many of these options, and
is likely to continue developing recruitment strategies which encourage these groups to apply for positions.
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5 Section 4: Monitoring and Evaluation This section will ensure we are tracking well against implementation of our Strategic Community Plan. Here, we outline the key Performance Measurement Indicators
that will provide an opportunity to hold us accountable. The impact of the strategies and actions outlined in this Plan are monitored and reported each year through our Corporate Business Plan and Annual Report. As a minimum, Council will undertake a full review of this Plan every four years.
5.1 KEY PERFORMANCE INDICATORS
Indicator Measure Current Target
2013/14 2014/15 2015/16 2016/17
Recruitment, retention and selection processes are
efficient and effective
Workforce turnover ratio
100% 0 0 50 0
Length of time to recruit
45 - - 30 -
Employee satisfaction Employee
satisfaction survey
- >80% >80% >80% >80%
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6 APPENDIXES 6.1 APPENDIX A
The table below shows a lower unemployment rate in Perth (as defined by Employment Service Areas) compared to the Australia average (4% and 5%, respectively), and a higher workforce participation rate (79.1% and 76.7%, respectively).
Labour Market by Profile, Pilbara vs Perth vs Australia
Pi lbara Region Perth Austral ia
Adult population (15+) 52,634 1,376,599 18,098,642
Annual % change 2009-10 3.5% 2% 1%
Employment 28,350 929,900 11,440,600
Annual % change to Sept 2011 2.7% 1.1 1.3%
Unemployment rate 3.5% 4 5%
Annual %pt change to Sept 2011 1.8% -0.4 pts 0.1 pts
Participation rate (15-64) 57.3% 79.10% 76.6%
Annual %pt change to Sept 2011 0.7% -0.4 pts 0.3 pts
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Source: Australian Bureau of Statistics, cat. no. 6291.0.55.003, September 2011.
The Figure below shows the unemployment rate for Perth is below the National rate.
Source: ABS Labour Force data, September 2011, 3 month averages
The Figure below shows employment in Perth by Industry, compared to the Australian average. It shows there are significantly more individuals involved in
the construction and mining industries in Perth than the remainder of Australia.
Source: Australian Bureau of Statistics, cat. no. 6291.0.55.003, September 2011.
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6.2 Appendix B
In 2011, DEEWR conducted a survey of recruitment conditions in Australian
capital cities. Employers were asked about their single greatest concern for the next six months.
• 44% responded that recruitment difficulties were their greatest concern for the next six months.
• 28% responded that low or uncertain demand was their greatest concern.
• 9% of Perth based respondents said that they did not have any concerns for the next six months.
• The Figure below provides a snapshot of these concerns by industry (Perth), compared to all capital cities:
Source: DEEWR survey of Recruitment Conditions in Capital Cities March/April
2011.
Across all industries the Figure above shows that employers in Perth were far more likely to report that skills shortages / recruitment difficulties was their
single greatest concern for the next six months than was the case for all capital cities (44% compared with 32%).
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6.3 APPENDIX C – PRC RISK MATRIX
The table below outlines PRC’s Risk Matrix that that combines the level of consequence and likelihood rating to determine the level of risk from Low to Extreme:
Risk Acceptance Criteria
The table below outlines the risk acceptance decision making criteria based on the existing control rating and level of risk that reflects PRC’s risk tolerance: