WORKFORCE MANAGEMENT PLAN 2013-2017 · The clear goal is to turn community aspirations into...

WEDDIN SHIRE COUNCIL

WORKFORCE MANAGEMENT PLAN

2013-2017

Version 2 Adopted 21 June 2013

WEDDIN SHIRE COUNCIL INTEGRATED PLANNING AND REPORTING

WORKFORCE MANAGEMENT PLAN- Review 13/5/2013 1

Document Control

Rev No Date Revision Details Author Reviewer Approver

1.0 21/6/2012 Version 1- Adopted MN Council

2.0 13/5/2013 Version 2 – Adopted MN Council



Table of Contents

1.0 INTEGRATED PLANNING AND REPORTING ............................. 3

2.0 INTRODUCTION ............................................................................... 9

3.0 STAFF DEMAND ............................................................................. 11

4.0 STAFF SUPPLY ................................................................................ 15

5.0 DEMAND VS. SUPPLY ANALYSIS .............................................. 20

6.0 STRATEGIES .................................................................................... 22

7.0 REFERENCES................................................................................... 26

8.0 APPENDICES ................................................................................... 27



1.0 INTEGRATED PLANNING AND REPORTING

This Section outlines the Integrated Planning and Reporting framework for the Council and the details in this section are derived from Planning and Reporting Manual for local government in NSW 2010 (Version1, January 2010) by NSW Division of Local Government, Department of Premier and Cabinet, 2010.

1.1 NEW APPROACH TO PLANNING AND REPORTING

In 2009 the Minister for Local Government introduced the Local Government Amendment (Planning and Reporting) Bill to Parliament. These reforms replace the former Management Plan and Social Plan with an integrated framework. It also includes a new requirement to prepare a long-term Community Strategic Plan and Resourcing Strategy.

Fig 1.1 Local Government Integrated Planning and Reporting framework

The new frameworkencourages Councils to integrate their various plans and strategise their works and services based on community priorities that have been identified through consultation and engagement.

The clear goal is to turn community aspirations into reality, to ensure Council’s priorities are set according to our residents’ needs, to guarantee transparency in the decision-making process and to promote cooperation between all government levels, community groups and business.

1.1.1 Community Strategic Plan The Community Strategic Plan is the highest level plan that the Council will prepare. The purpose of the plan is to identify the community’s main priorities and aspirations for the future and to plan strategies for achieving the goals. In doing this, the planning process will consider the issues and pressures that may affect the community and the level of resources that will realistically be available to achieve its aims and aspirations. While the council has a custodial role in initiating, preparing and maintaining the Community Strategic Plan on behalf of the local government area, it is not wholly responsible for its implementation. Other partners, such as State agencies and community groups may also be engaged in delivering the long-term objectives of the plan.



1.1.2 Resourcing Strategy The Community Strategic Plan provides a vehicle for expressing long-term community aspirations. However, these will not be achieved without sufficient resources - time, money, assets and people - to actually carry them out.

The result of the analysis of current and future capacity has to be translated into Weddin Shire Council’s Resourcing Strategy, which consists of three components:

Long Term Financial Planning Workforce Management Planning Asset Management Planning

The Resourcing Strategy is the point where the Council assists the community by sorting out who is responsible for what, in terms of these issues identified in the Community Strategic Plan. Some issues will clearly be the responsibility of Council, some will be the responsibility of other levels of government and some will rely on input from community groups or individuals. The resourcing strategy focuses in detail on matters that are the responsibility of Council, and looks generally at matters that are the responsibility of others. 1.1.3 Long Term Financial Plan The Long Term Financial Plan is an important part of Council’s strategic planning process. This is the point where long-term community aspirations and goals are tested against financial realities. It is also where Council and the community may decide what resources the Council needs to influence and work with other parties so that they might deliver on responsibilities. The Community Strategic Planning process will provide Council with valuable information about the future. From the exercise, both Council and the community will have a better understanding of:

Expected pressure that will affect the community socially, environmentally and economically and the drivers behind this change

Expected economic growth rates The community’s aspirations and priorities for improving its economic, environmental and social

outcomes The community’s priorities in terms of expected levels of service and community projects

The Long Term Financial Plan will seek to answer the questions:

Can we survive the pressures of the future? What are the opportunities for future income and economic growth? Can we afford what the community wants? How can we go about achieving these outcomes?

The LTFP is a decision-making and problem solving tool. It is not intended that the LTFP is set in concrete-it is a guide for future action. The modeling that occurs as part of the plan will help Council to weather unexpected events. It will also provide an opportunity for Council to identify financial issues at an earlier stage and gauge the effect of these issues in the longer term. The longer the planning horizon, the more general the plan will be in the later years. For example, it is not expected that the 10

th year of 10 year plan will include the special detail.

As decisions are made, more detail can be added to the LTFP. For example, as Council finalises its Delivery Program, the first four years of the LTFP will become firmer. As the Operational Plan is completed, the detailed budget will form the first year of the LTFP. The figure following shows the relationships.



Fig 1.2 LTFP

1.1.4 Workforce Plan Workforce planning will help to ensure that the community’s strategic goals-as expressed in the Community Strategic Plan-will be met. The development of an effective workforce strategy will enable Council to focus on the medium-and long-term and also provide a framework for dealing with immediate challenges in a consistent way. An effective workforce strategy aims to provide Council with the people best able to inform its strategic direction, develop innovative approaches to complex issues and deliver appropriate services effectively and efficiently. By approaching workforce planning in a strategic way a number of aims and statutory requirements can be addressed in a single process to ensure that all aspects of Council’s operations are appropriate and effective. These include EEO management planning and practicing the principles of multiculturalism. The benefits of ensuring a diverse workforce include better local representation, improved communication and better understanding of these issues affecting local communities, as well as maximising the pool of workers from which to address the issues facing Council. Such issues could include skills shortages, ageing workforce and business succession planning, as well as invigorating local communities and economies. Strategic issues to consider when developing Council’s Workforce strategy include the analysis of Council’s workforce requirements based on the commitments in the Community Strategic Plan and Delivery Program, developing an appropriate workforce structure to meet those objectives, workplace equity and diversity as a tool to benefit the Council, strengthening Council’s workplace governance, and supporting and developing Council’s staff. 1.1.5 Asset Management Plans As a custodian, Council is responsible for effectively accounting for and managing these assets and having regard for the long-term and cumulative effects of the decisions. This is a core function of the Council and reflected in the Charter in section 8 of the Local Government Act 1993.

Furthermore, a strong and sustainable local government system requires a robust planning process to ensure that these assets are managed in the most appropriate way on behalf of local communities.

With the Asset Management Plan, Council undertakes an assessment and plans for all assets under its ownership, and for any new asset solutions to be proposed in the Community Strategic Plan and in the Delivery Program.

The Asset Management Plan will include an overarching Asset Management Policy identifying all built assets under Council’s control and risk management strategies for them.

1.1.6 Delivery Program Delivery program lists the principal activities to be undertaken by the Council to implement the strategies established by the Community Strategic Plan within the resources available under resourcing strategy.



The Delivery Program is a statement of commitment to the community from each newly elected council. In preparing the Delivery Program, Council is accounting for its stewardship of the community’s long term goals, outlining what it intends to do towards achieving these goals during its term of office and what its priorities will be.

The Delivery Program replaces the former Management Plan requirements. It is designed as the single point of reference for all principal activities undertaken by Council during its term of officer. All plans, projects, activities and funding allocations must be directly linked to this program. 1.1.7 Operational Plan The Delivery Program is then will be supported by an annual Operational Plan. It will spell out the detail of the Delivery Program - the individual projects and activities that will be undertaken for the year to achieve the commitments made in the Delivery Program. As our Council is grouped in Group 3, Community Strategic Plan, Resourcing Strategy and Delivery Program were completed and adopted by 30 June 2012.



1.2 PLANNING REQUIREMENTS AT A GLANCE



1.3 REPORTING REQUIREMENTS AT A GLANCE

SoE Report = State of Environment Report



2.0 INTRODUCTION

The Workforce Management Plan is included in the Council Resourcing Strategy for the provision of resources required to carry out the principal activities outlined in Delivery Program to implement the strategies established by the Community Strategic Plan. 2.1 Workforce Planning Process Figure 2.1 demonstrates the processes involved in workforce planning. 2.2 Scoping & Integration of Workforce Management Plan (2013-2017) Workforce Planning is the process of determining the future workforce required to meet the delivery programs included in Council’s Community Strategic Plan. It provides a means for identifying any gaps between the demand for and the supply of labour in terms of numbers, job roles, and required skills for developing strategies to bridge the gaps. Essentially Workforce Planning looks to identify who we have, how we retain them, who we need in the future and how we fill any gaps between demand and supply. Although, Workforce Planning covers the entire workforce, emphasis will be given to those roles that are identified as presenting the most risk to Council not achieving its current and future delivery programs. Identification of these critical roles will enable Council to implement appropriate strategies to retain, develop and attract the staff required.

SCOPE & INTEGRATE

Section 2.2

COMPILE DEMAND

INFORMATION

Section 3

COMPILE SUPPLY

INFORMATION

Section 4

ANALYSE DEMAND &

SUPPLY GAPS

Section 5

DEVELOP ACTION PLAN &

STRATEGIES

Section 6

IMPLEMENT

MONITOR & EVALUATE



General Manager is responsible for employing an appropriate workforce and monitoring Council wide workforce planning. Directors are responsible for determining the staff required to fulfil their current and future delivery programs in terms of numbers, skills and job roles and for determining the critical roles within the team. Directors are also responsible for determining whether current incumbents have the desired skills and experience required to meet the delivery programs as well as assessing the likelihood of retaining those individuals in critical roles and for identifying possible successors. In order to deliver the essential services to the Weddin Shire Community in a perfect manner, Council has to ensure the stability of its workforce all the time. Council’s workforce comprises the indoor and the outdoor staff. Currently the Council has a fairly stable workforce totaling 68 staff, which consists of 24 indoor and 44 outdoor staff. The Workforce Management Plan involves analyzing the current and future staff demands against the current and the future staff supply for a period of 2013/2014 to 2017/2018 And also it outlines the strategies and the actions required to maintain a stable workforce. The Workforce Management Plan can be read in conjunction with the following plans of the Council:

Community Strategic Plan - 2012/13 - 2023/24

Delivery Program - 2012/13 - 2016/17

Asset Management Plans - 2012/13 - 2022/23

Council’s overarching community objective is: To grow our total resident population to in excess of 4,700 people by 2023

Council’s community vision is: In 2023 Weddin Shire will be: A progressive rural locality with a vibrant and welcoming community, rich in both heritage and the natural environment, with a diverse and resilient economy that supports local employment.

Council’s strategic objectives are: To attain our overarching objective of population growth we will work together on achieving the following strategic objectives, listed in priority order:

1. Strong, diverse and resilient local economy (Economic)

2. Healthy, safe, and educated community (Social)

3. Democratic and engaged community (Civil Leadership)

4. Culturally rich, vibrant and inclusive community (Social)

5. Cared for natural, agricultural and built environments (Environment)

6. Well maintained and improving Shire assets and service (Economic) - One of the strategy for this

objective is to position the WSC (Council) as an ‘employer of choice’, which is in turn has an action

plan to develop a highly motivated and skilled workforce capable of delivering quality service to all

residents.



3.0 STAFF DEMAND

The current organization structure of the Council is outlined in Section 4 (Figure 4.1) and the current staff structure is attached as Appendix A in Section 8. Table 3.1 indicates the Current and Future labour demand as per the actions outlined in Council’s Delivery Program. Following paragraphs explain the labour demands in each department in detail. 3.1 Management Management which consists of a General Manager and his secretary currently operates with a stable staff structure. A new General Manager has been already selected, before the current General Manager retires in July 2013. 3.2 Engineering Engineering Division currently operates with fairly stable structure except few staff needs. Currently there is no staff to look after the Engineering Management activities, in the absence of the current Director. It is essential to coach and mentor next level staff towards handling the Division as a Deputy Staff. As per the strategies outlined in the Delivery Program, Engineering Department has the major role in maintaining and improving the Council’s transport infrastructure to achieve the strategic objective. To achieve the above, it needs a 1 FTE (Full-Time Equivalent) Asset Manager for managing the existing and new assets at the required levels of service. The asset management function categorised under the Corporate Services should be looked after by the same. To assist Asset Manager in field activities, we require 2FTE staff for maintaining and improving roads, bridges and footpaths and 2FTE staff for maintaining and improving the parks & gardens. A cleaner will also be required to increase the cleaning frequency in near future, as per delivery program action. Director and Contracts Engineer have planned to retire in near future and their positions will be filled by 2 FTE employees externally. New positions created without funds allocated should be considered in the budget allocations or reallocations. But the current voids will be filled without any restrictions. 3.3 Environmental Services Environmental Services Division currently operates with a fairly stable staff structure after the appointment of the new Director, who is about to start his works late this May. However contract labourers may be required dependent on workloads. A new employee has also been recently appointed to operate the Sewage Treatment Plant. 3.4 Corporate Services Corporate Services Division currently operates in stable staff level. As Current Director takes over the GM position in July 2013, there will be a void. In future, appointment of 1 FTE for information services would be able to assist with the information requests from the community and the visitors. He or she also will be able assist to carry out the internal audits as well. As the demand of intra networking and computer resources increases, a 1 FTE for IT/Computer Resources will be required in future. Person who has skills in both the software and hardware would be appreciated. Funding for these positions should be considered in the budget allocations or reallocations. Rates/Creditors Clerk has planned to retire and her position will be then filled externally by a 1 FTE employee in future.



Table 3.1 Current and Future Staff Demands

Positions Functions Current Demand Future Demand

*Related Delivery Program

Action No.

Management

General Manager Management Nil 1 FTE after retirement - new General Manager has already been selected

-

Engineering

Director Engineering Services

Nil 1 FTE after retirement -

Deputy Staff (Not a new position) - Director’s suggestion

Engineering Management

Deputy Staff to carry out Directorial functions in the absence of Director from existing next level staff

6.4.1

Contracts Engineer

Engineering Services

Nil 1 FTE after retirement -

Asset Manager Engineering Services

1 FTE If filled currently, nil 6.2.2, 6.3.1, 6.3.2 and Asset Management Plan

Labourers - Roads, Bridges and Footpaths - As per Community Strategic Plan

Engineering Works Nil 2 FTE 1.1.1, 6.2.3, 6.2.4, 6.2.5, 6.2.6, 6.3.1, 6.3.2, 6.6.1

Labourers - Parks & Gardens

Engineering Works Nil 2 FTE 4.1.2, 5.4.3, 6.1.1a

Cleaner - Litter & Street Cleanup

Engineering Works Nil 1 FTE 2.5.7

Labourers - Various

Engineering Works 3FTE - Filled Nil -

Corporate Services

Director Corporate Services

Nil 1FTE after current person takes over GM position

-

Asset Manager - Director’s suggestion

Asset Management See under Engineering 6.2.2, 6.3.1, 6.3.2 and Asset Management Plan

Rates/ Creditors Clerk - Director’s suggestion

Rates & Payroll Nil 1 FTE after retirement -

Information Services /Internal Audit Professional

Internal Auditing/Information Services

Nil 1 FTE 3.2.2, 3.2.3

Computer Resources/IT Professional

IT & Finance Nil 1 FTE 3.2.1, 6.1.1e,

* Refer Council’s Delivery Program 3.5 Checklists for assessing Staff Demands Following checklists may be used for assessing staff demands.



3.5.1 Checklist_CD for assessing Current demand for staffing resources Does the Council understand its community’s and projected changing needs? What do recent community surveys reveal? What do frontline staff think about community needs and

better ways to provide services? How does the Council address the shire service needs? What work is being done and does it need to be done? Are staff members correctly allocated to the right tasks? Does the Council efficiently use its people, skills and attributes? What skills are currently vital to enable the Council to achieve its goals and objectives? What system does the Council have in place and are they effective? Could technology or process re-

engineering improve service delivery or reduce costs?



3.5.2 Checklist_FD for assessing Future Demand for staffing resources How is the Council’s workforce expected to change (e.g. through changes in missions/goals, technology,

new/terminated programs or functions, and shifts to contracting out)? How will this affect staff? What trends, such as demand for increased accountability or regulatory changes, will have human

resourcing implications? How will changes in other related bodies affect the Council? What new or changed services will be needed in the medium term? What will be future best practice for

the Council’s operations and services? What will be the structure and method of service delivery in future years?

Has the Council identified a set of skills/capabilities that are considered to be essential to the delivery of

business outcomes in the future? What new skills will the Council need in the next five years and which

will be less important?



4.0 STAFF SUPPLY

4.1 Organisation Structure The organisation structure under which Council currently operates is set out below. The structure is constantly reviewed by Council.

Figure 4.1 Weddin Shire Council – Organisation Structure

COUNCIL

MAYOR

GENERAL MANAGER

DIRECTOR ENVIRONMENTAL

SERVICES DIRECTOR ENGINEERING

SECRETARY

FUNCTIONS

Roads and Bridges

Drains and Dams

Street Trees

Sewers

Parks & Reserves

Noxious Weeds Control

Cemetery Management

Public Conveniences

Waste Collection

Litter & Street Clean up

Vehicles & Plant

Depot & Stores

Asset Management

Emergency Management

Fire Control

Natural Disasters

STAFF

Engineering Staff

Overseer

Outdoor Staff

Noxious Weeds Officer

FUNCTIONS

Health and Building

Statutory Town Planning

Administer LEP

Development Control

Heritage Matters

Asset Management

Food Inspections

Dog & Stock Control

Public & Council Buildings

Caravan Park

Sewerage Treatment Works

On-site sewer schemes

Swimming Pools

Pollution Monitoring

Waste Management, Tips

Catchment Management

Vegetation Management

Natural Resource Management

STAFF

Administration Assistant

Pool Manager

Waste Water Operators

Waste Operators

Caravan Park Manager

Impounding Officer (Casual)

FUNCTIONS

Financial Management

Corporate Planning

Statutory Reporting

Rates and Payroll

Debt Management

Computer Resources

Insurances

Public Officer

Records Management

Asset Management

Information Services

Internal Auditing

Funds Investment

Tourism/Promotions

Economic Development

Information Technology

Library Services

Property Leases

STAFF

Clerical Staff

Librarian

Cleaner

Filing Clerk (Part-Time)

IT-Coordinator

Development, Tourism and IT Officer

DIRECTOR CORPORATE

SERVICES



4.2 Current Staff Supply Council’s current workforce totaling 68 consists of 52 Permanent Full Time employees, 6 Permanent Part Time employees, and 10 Casual Employees. Part Time employees are equivalent to 2.73 FTE (Full-Time Equivalent) and the total workforce is then equivalent to 54.73 FTE (casual staff are not included in the FTE calculations). Appendix A shows the current workforce in detail and Appendix B can be referred for the FTE calculations. Figure 4.2 illustrates the distribution of the employees against their bases.

Considering Figures 4.3, 4.4 and 4.5, we can say that the Council has a mixed and fairly balanced range of

age and the experience. There is sufficient number of well experienced older employees in the Council to

transfer their skills to the new and/or next level employees. Council has a healthy labour supply for potential

skill development and internal staff supply with the average age of Council employees is 46years with 63% of

current employees aged less than and equal to 50 years.

Table 4.1 shows the staff turnover for last four years and current financial year. Current financial year, the

staff turnover has fallen to just 9% (to date) and with compared to other years, it is being the lowest. It

indicates that the labour supply has now become to fairly a stable condition. Council has recruited 29

employees in last four years by interviewing attracted sufficient candidates. Generally out door staff

vacancies advertised in local & neighbouring shire area newspapers and in the Council’s web site, while

indoor staff vacancies advertised in local and Sydney newspapers and in the Council’s web site. Indoor staff

positions requiring more specialised skills are advertised in Local Government Job Directory with other

Medias. The principle of Equal Employment Opportunity and merit based selection are applied at all the

times.

Staff supply is divided into two groups considering the type of selection as follows:

1) Internal

2) External

Generally, unskilled staffs are trained both internally (by the Skilled Council Staff) and externally (by the

training agencies) to suit the skilled positions in the Council. Sometimes, when a skilled staff leaves or

retires, the unskilled staff, who has sufficient training skills is promoted (internal supply) that position and his

vacancy (unskilled staff) will be then advertised externally (external supply).

0

5

10

15

20

25

30

35

40

Managem

ent

En

gin

eerin

g

En

vironm

enta

l

Corp

ora

te

No

.of

Em

plo

yees

Divisions

Fig 4.2 Current Staff Supply - Employees vs Bases

FT

PT

Casual



Figure 4.3 illustrates the distribution of the employees against their ages

Figure 4.4 illustrates the Age Profile of the Council Employees

0

1

2

3

4

5

6

7

8M

anagem

ent

En

gin

eerin

g

En

vironm

enta

l

Corp

ora

te

No

.of

Em

plo

yees

Age Ranges

Fig 4.3 Current Staff Supply - Employees vs Ages

Age ≤ 30

Age 31 - 35

Age 36 - 40

Age 41 - 45

Age 46 - 50

Age 51 - 55

Age 56 - 60

Age ≥ 61

Age ≤ 30 13%

Age 31 - 35 10%

Age 36 - 40 8%

Age 41 - 45 13% Age 46 - 50

19%

Age 51 - 55 13%

Age 56 - 60 15%

Age ≥ 61 9%

Figure 4.4 Age Profile - Pie Chart

Age ≤ 30

Age 31 - 35

Age 36 - 40

Age 41 - 45

Age 46 - 50

Age 51 - 55

Age 56 - 60

Age ≥ 61



Figure 4.5 illustrates the Service Years of the Employees

Table 4.1 Staff Turnover for last five financial years

Financial Year Appointment Average Staff Staff

Turnover

01.07.2011 to 30.06.2012 5 58 9%

01.07.2010 to 30.06.2011 6 58 10%

01.07.2009 to 30.06.2010 8 62 13%

01.07.2008 to 30.06.2009 6 62 10%

01.07.2007 to 30.06.2008 9 62 15%

4.3 Future Staff Supply Generally, benefits from superannuation fund cannot be drawn until an employee retires and reach the preservation age except in some cases, where an employee suffers permanent incapacity for work or severe financial hardship or on compassionate grounds. Table 4.2 shows the preservation ages against the dates of birth

Table 4.2 Preservation Ages

Date of birth Preservation age

After June 1964 60

July 1963 - June 1964 59

July 1962 - June 1963 58

July 1961 - June 1962 57

July 1960 - June 1961 56

Before July 1960

0

2

4

6

8

10

12

14

16

18

20M

anagem

ent

En

gin

eerin

g

En

vironm

enta

l

Corp

ora

te

No

.of

Em

plo

yees

Service Years

Fig 4.5 Current Staff Supply - Employees vs Service Years

Service ≤ 5

6 - 10

11 - 15

16 - 20

21 - 25

Service ≥ 26



Table 4.3 Council Employees and Preservation Ages

* Overseer is included in the outdoor staff. Table 4.3 shows the number of employees have reached or exceeded the preservation age (Mostly 55) and the number of employees will reach or exceed the preservation age in next four years period. But realistically, only five (6) permanent full time employees and one permanent part time employee are likely to retire within next four years period and other two (2) are not sure about their retirements. Others will continue their employment beyond next four years of period. 4.4 Checklists for assessing Staff Supply Following checklists may be used for assessing the staff supply. 4.4.1Checklist_CS for assessing Current Supply for staffing resources Any key demographic data available to develop a profile of the current workforce? Is workforce data

collected on an ongoing basis? What patterns are evident from the workforce data and are they uniform across the Council? Is this current workforce profile used as a baseline against which future changes in the Council’s

workforce can be analysed? How does the Council’s workforce profile compare with other similar Councils? What causes these

differences? Have ways of identifying the skills and capabilities of existing staff been developed? Have key quantitative indicators been developed? For example, cost of recruitment (quantitative),

retention of new recruits (quantitative), new recruit satisfaction (quantitative), reasons for leaving (quantitative).

Is information available about relevant external labour markets – about whether experienced recruits are available, whether agency can recruit competitively, whether temporary and contract labour are available and what cost?

4.4.2Checklist_FS for assessing Future Supply for staffing resources What will be the workforce profile if no changes are made to current Human Resourcing and

Management practices? What trends or patterns are evident from the workforce data? Have future community demographics been considered - particularly their potential effect on the Council’s

ability to recruit from the external labour market? Will changes in the industrial environment and new Equal Employment Opportunity or Occupational Health & Safety requirements affect the external market.

Item Permanent Full Time Employees Indoor Outdoor Total

1 No. of staff currently working with or above the preservation age

6 8* 14

2

No. of staff will be working with or above the preservation age after four years

6 11 17

Item Permanent Part Time Employees Indoor Outdoor Total

3

No. of staff currently working with or above the preservation age

2 2 4

4

No. of staff will be working with or above the preservation age after years

2 3 5



5.0 DEMAND VS. SUPPLY ANALYSIS

5.1 Gap Analysis It seems that the all the current and the future staff supply for filling the staff demand will be made by external recruitments. Table 5.1 illustrates the staff demand and the supply. Table 5.1 Staff Demand and Supply

Positions Functions

Demand

Supply Comparison P

Current Future

Management

General Manager Management Nil 1 FTE after retirement - new General Manager has already been selected

Merit Selection

Achieved -

Engineering

Director Engineering Services

Nil 1 FTE after retirement

Merit Selection

Achievable -

Deputy Staff (not a new staff)

Engineering Management

Deputy Staff to carry out Directorial functions in the absence of Director from existing next level staff

Leadership Development Required

1

Contracts Engineer Engineering Services


Merit Selection

Achievable -

Asset Manager Engineering Services

1 FTE If filled currently, nil

Merit Selection

Budget to be allocated

2

Labourers - Roads, Bridges and Footpaths

Engineering Works

Nil 2 FTE Merit Selection


2

Labourers - Parks & Gardens

Engineering Works



2

Cleaner - Litter & Street Cleanup

Engineering Works



2

Corporate Services

Director Corporate Services

Nil 1FTE after current person takes over GM position

Merit Selection

Achievable 1

Asset Manager Asset Management

See under Engineering -

Rates/ Creditors Clerk

Rates & Payroll


Merit Selection

Achievable -

Information Services/Internal Audit Professional

Internal Auditing/Information Services



2

Computer Resources/IT Professional

IT & Finance Nil 1 FTE Merit Selection


2

P = Priority



5.2 Checklists for assessing the gaps

Following checklist may be used for assessing the gaps between staff demand and supply.

5.2.1 Checklist_CG for assessing Current Gaps Does the workforce profile vary across the Council and between definable employee groups? Are these

differences acceptable? Are they symptomatic of potential problems in particular areas? Does any particular department have excessive or too little turnover? Are there sufficient replacement

staff numbers to cover separation and growth? Is there a proper balance of managerial, professional, technical and supporting staff in each department?

Are age patterns unbalanced in any department or employee group, which might suggest high future attrition? Is there the desired staff diversity?

Does the agency have the right numbers of people at the right levels for the type and volume of work? Are there any skill shortages?

Are there significant performance problems in any area?

5.2.2 Checklist_FG for assessing Future Gaps

Have workforce issues that may affect the delivery of business outputs and outcomes been identified?

Does the Council need to alter its workforce practices to meet future operational and other requirements?

What skills will the Council need in the future that it doesn’t already have? What skills the Council have

now that will not be needed in the future?

How will the Council address future skill imbalances due to attrition, including retirement, over the next

five years?

Will the Council have the right employment mix? What might impede the Council’s ability to recruit and

retain a high-quality, diverse workforce?



6.0 STRATEGIES

6.1 Strategies and Action Plans Generally strategies and action plans have to be developed and implemented to reduce or eliminate the gaps between the staff demand and supply for both current and future. As gaps between staff demand and supply outlined in Table 5.1 in Section 5, the gaps may be achievable either without any budget improvements or with allocating/improving budgets for creating new positions. But the loss of corporate knowledge due to the anticipated retirements should be strategically approached. The loss of corporate knowledge due to the resignation or retirement of the high quality staff has been evident in the past and now. Separation of younger staff from the Council due to various reasons also has been observed. Overall objective of creating the strategies and action plans is to bring the staff turnover rate to lower than the previous. Strategy 1: Recruiting and Retaining high quality staff Recruitment and retention of high quality staff is the major strategy for protecting the Council from the loss of corporate knowledge and the high cost of staff turnover in highly competitive market. Table 6.1 Action Plan1 for Recruitment and Retention of high quality staff

1. Continue to review Council recruitment

13/14 14/15 15/16 16/17 Responsible Officer

Review current costs of advertising and sources of successful candidates and adjust for market competition

GM Directors

Review and improve human resourcing section on the Council website to promote Council as a great employer

GM Directors

Continues to review recruitment process GM Directors

2. Improve retention of career starters 13/14 14/15 15/16 16/17 Responsible Officer

Review and improve candidate starter pack and on-boarding process

GM Directors

3 .Improve retention of established staff


Review and improve exit interview process, identify trends and develop strategies in conjunction with Directors and General Manager

GM Directors

Utilising human resourcing data, identify and report on trends/areas where good performing or high numbers of staff are leaving the Council

GM Directors

Implement team motivational engagement strategies

GM Directors

Implement a phased retirement and procedure for staff approaching retirement

GM Directors



4. Organisational Health Safety and Wellbeing


Develop and implement WH&S training, education and awareness program under new legislation guidelines

GM Directors

Develop and implement staff wellbeing program

GM Directors

Strategy 2: Leadership Development High performing staff can thrive when they undertake challenging, inspiring and rewarding work. Talent identification, coaching and mentoring of emerging leaders will encourage and nurture professional growth. This will take the Council to the future with confidence. The provision of succession planning for future leaders will provide a balance of technical, operational and managerial knowledge and experience. In turn, this strategy will lessen staff turnover and ensure a more seamless transition to actively fill any leadership gaps and retention of corporate knowledge in the future. Table 6.2 Action Plan 2 for Leadership Development

1. Talent identification and Development Program for emerging leaders


Develop framework for TID program and nominate mentors and coaches

GM Directors

Implement middle management training program

GM Directors

2. Develop, and implement leadership program across Council


Identify suitable leadership program GM Directors

Nominate participating staff and implement program

GM Directors

Monitor and measure the effectiveness and beneficial outcomes to Council

GM Directors

Strategy 3: Skills Development By maintaining an effective learning and development framework, it ensures that the staff and management of Council have the skills, knowledge and competence to meet the organisation’s current and future needs. Armed with knowledge, confidence and expertise, staff will continue to learn, seek new practices, take risks, develop personally and professionally, and be innovative in their role. Benefits can be measured in increased efficiency and service to the organisation and community with a decreased reliance on external contractors. Skills gaps and labour/skills shortages have been identified both within the organization and within the broader recruitment pool and successful strategies are currently in place with flourishing traineeship program.



Table 6.3 Action Plan 3 for Skills Development

1. Develop Staff to deliver future services in line with Council’s strategic objectives


Ensure the human resourcing system has capability to manage Learning and development requirements

GM Directors

Continue to review and record workforce current skill set identifying any skill gaps

GM Directors

2. Design and develop an innovative ad comprehensive Corporate Training Plan to include legislative compliance and current training advancements.


Incorporate group training identified in individual training plans into corporate training plan

Assistant Engineer

Develop strong relationships with internal and external training providers

Works Engineer

Ensure that the Individual Development Plan is in line with the personal and professional needs of the individual and the benefit of Council

Works Engineer

3. Monitor effectiveness of Training both individuals and Corporate


Provide opportunity for feedback on training providers (internal and external), course content and objectives

Works Engineer

Develop and implement system to monitor effectiveness of training outcome implementation in the workplace

Works Engineer

Strategy 4: Remuneration and Reward Council values their staff and it is important for their employees to be recognized for their ideas, creativity, initiative, customer service and hard work. Within Council the current performance based salary structure allows for progression through demonstration of technical, operational and core behavioral competencies with the additional prospect of added bonuses for outstanding contribution.



Table 6.4 Action Plan 4 Remuneration and Reward

1. Develop a comprehensive Reward and Recognition program


Development and Implementation of Reward and recognition framework, policy and procedure incorporating current initiates. E.g. Staff awards, certificates, etc. and investigate and include new initiatives for formal and informal rewards

GM Directors

Monitor effectiveness and update to accommodate any changes

GM Directors

2 .Reveiw of Performance Management and Salary System


Continue to review and update position descriptions and skill steps as required to ensure salary is relative to duties undertaken

GM Directors

6.2 Checklists for developing action plans and strategies Following questionnaire may be used as a checklist for developing action plans and strategies. Action Plans Who should be included in development of the workforce action plan – strategic planning, budgeting and

performance measurement – GM and Directors? Is a management team needed? What are the measurable goals and critical milestones for ach action item? Is specialist or contractor assistance needed to develop or implement aspects of the project plan? Who should be assigned responsibility for action item? Who will own the project? Who will he/she report to

and how often? Have all stakeholders been consulted? Have all stakeholders provided their input to the action plan? How will the action plan be communicated to the current workforce? Strategies What are the actual workforce issues and gaps? Do existing human resourcing and practices address the

identified workforce issues? Could these policies and practices be refined? What new or amended strategies or actions could be put in place to address the identified gaps? What strategies are other organisations using to address similar gaps and workforce issues? Have potential strategies been ranked according to business priorities? Have broader management tools been examined as a way of improving organizational performance? Do the strategies fit within budget requirements? Do the strategies sit comfortably with other organizational

strategies and imperatives? 6.3 Review The Workforce Management Plan is to be reviewed and updated annually to reflect changes within Council’s business environment, and projected impact of internal and external influences on the capacity of the workforce. The strategies and the action plans detailed in this plan will also be monitored annually to ensure progress is made in building a resilient workforce.



7.0 REFERENCES

Weddin Shire 2013-2024 Community Strategic Plan

Weddin Shire 2013-2017 Delivery Program

WORKFORCE PLANNING: a guide by Premier’s Department of NSW

Planning and Reporting Manual for local government in NSW 2010 (Version1, January 2010) by NSW Division of Local Government, Department of Premier and Cabinet, 2010.



8.0 APPENDICES

APPENDIX A

Table 6.1 Weddin Shire Council - Staff Structure - As of 05.12.2011

DEPARTMENT NS

Age ≤ 30 Age 31 - 40 Age 41 - 50 Age 51 - 60 Age ≥ 61 M F FTE PF

T PPT C

PFT PPT C PFT PPT C PFT PPT C PFT PPT C

1.MANAGEMENT

GM 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0 1.00

Secretary 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 1.00

2.ENGINEERING

Director = DE 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 1.00

Engineering Services 4 1 0 0 1 0 0 0 0 0 0 0 0 1 1 0 4 0 3.83

Engineering Works 25 3 0 0 5 0 0 8 0 0 9 0 0 0 0 0 23 2 25.00

Depot & Stores 3 0 0 0 2 0 0 0 0 0 1 0 0 0 0 0 3 0 3.00

Parks & Gardens 3 1 0 0 0 0 0 0 0 0 2 0 0 0 0 0 3 0 3.00

Weeds 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 1.00

3.ENVIRONMENTAL

Director = DES 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 1.00

Administration Support 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 1.00

Swimming Pools 4 0 0 1 0 0 0 1 0 2 0 0 0 0 0 0 1 3 1.00

Animal Control 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0.66

Tips 2 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0 2 0 0.21

Sewer Treatment Works 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 0 1.00

4.CORPORATE

Director = DCS 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 1.00

IT & Finance 2 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 1 1 2.00

Rates & Payroll 2 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 0 2 2.00

Customer Service 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 1.00

Records Management 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0.51

Tourism/Promotions 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1.00

Library 3 0 0 0 0 0 0 0 0 2 0 0 0 1 0 0 0 3 1.00

Computer Shop/Netcafe 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1.00

Cleaning 1 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0.61

TOTAL 62 7 0 1 12 0 0 13 0 5 16 2 0 3 3 0 43 19 53.82

Note 1: NS = Number of Staff, FT = Permanent Full Time, PT = Permanent Part Time, C = Casual, M = Male, F = Female, FTE = Full-Time Equivalent is calculated according to the Table 6.2 in Appendix B and Casual Staff working in seasonal (Swimming Pool - 4Nos) and needs basis (Library - 2Nos) are not included in the FTE calculations. Note 2: Total weekly working hours for Permanent Full Time indoor staff = 35 and Total weekly working hours for Permanent Full Time outdoor staff = 38



APPENDIX B Table 6.2 Full-Time Equivalent (FTE) Calculation Table

Days worked per week

FTE

Working Hours Per Week

Indoor Staff Outdoor Staff

1 0.2 7 7.6

2 0.4 14 15.2

3 0.6 21 22.8

4 0.8 28 30.4

5 1.0 35 38.0

Days worked per fortnight

FTE Working Hours Per Fortnight

Indoor Staff Outdoor Staff

1 0.1 3.5 3.8

2 0.2 7.0 7.6

3 0.3 10.5 11.4

4 0.4 14.0 15.2

5 0.5 17.5 19.0

6 0.6 21.0 22.8

7 0.7 24.5 26.6

8 0.8 28.0 30.4

9 0.9 31.5 34.2

10 1.0 35.0 38.0

E.g. If a Permanent Part Time Indoor Staff works 29 hours per week, then his/her Full-Time Equivalent = 0.8 + (1.0 – 0.8) x (29-28)/(35-28) = 0.8 + 0.03 = 0.83 FTE

WORKFORCE MANAGEMENT PLAN 2013-2017 · The clear goal is to turn community aspirations into...

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