Workforce Plan - Lachlan Shire Council will create a buddy/mentor program where knowledgeable and experienced staff can mentor other staff imparting their valuable Council’s Vision

L i v i n gL a c h l a n

S t y l e2 0 2 5

WorkforcePlan

As adopted by Council 24 June 2015

Lachlan 2015

Introduction

The development of an effective workforce action plan will enable Council to plan its future workforce needs to deliver goals, focus on the medium and long term, and also provide a framework for dealing with immediate challenges in a consistent way.

Council’s Workforce Action Plan is based on the utilisation of information gathered from the completion of staff surveys and staff workshops, SWOT analysis, analysis of demographics, the identification of critical roles within Council, strategic planning workshops and community strategic plan. This process has provided Coun-cil with the ability to assess its resources, identify its strengths and weaknesses and develop changes that need to be made to improve service delivery into the future.

Council has identified the following (5) key strategies that will be incorporated into the workforce plan:1. to be an Employer of first Choice2. to foster and improve staff confidence, trust and inclusion in decision making3. retain skilled, experienced employees and attract new, competent and qualified staff4. keep up to date with technological improvements and advancements5. to provide a safe working environment.

Council can achieve this by having:

‘the right people in the right places with the right skills doing the right jobs at the right time’

An effective workforce action plan will ensure Council:• has the best people best able to inform its strategic direction • develop innovative approaches to complex issues• develop and maintain partnerships• deliver appropriate services effectively and efficiently• engage productively with the local community in facilitating the development of the Community Strategic

Plan.

• Mining – competition in the Labour Market – loss of operational staff

• Professional and Trades skilled staff shortages• Water and sewer services transferred to another

entity• An ageing population• Local government sustainability (including current

reform processes and financial stability) • Technological advances• Legislative changes• Building Council’s image• Maintaining good/high staff morale in the face of

these changes• Jobs will change, even where employment

continues• Generation gaps• The contingent workforce (casuals, temps and

contractors)• Appropriate professional development/up skilling

of existing workforce changing workforce expectations

• Global Financial Climate – could affect retirement dates of staff - could affect superannuation entitlements for staff

• Community expectations

External Impacts Internal Impacts• New councillors• New GM / directors• Changes to organisational structure

These trends require a constant focus on planning and shaping our workforce to anticipate and respond to changes. It is paramount that we consult and communicate about changes in strategic direction so that we create an integrated staffing structure to support the current and future role of Council.

Management of Council Resources

Lachlan Shire Council operates in an external environment where social, political, economic and technologi-cal trends constitute challenges and opportunities for the future strength of Council. The impact of these external and internal changes on our workforce in the future will continue to be far-reaching. Such issues include, but are not limited to:

Identified Workforce Development Gaps

Upon analysis of the information from the following sources staff surveys, SWOT analysis, analysis of de-mographics, the identification of critical roles within Council, internal and external impacts, the strategic planning workshops and community strategic plan, workforce development gaps were identified and have formed the basis of the Workforce Action Plan. The identified gaps are as follows:

• Ageing Workforce • Employer of Choice• Retention of staff • Succession Planning• Attraction of staff • Staff not feeling valued or respected• Knowledge Management • Expectation of higher pay elsewhere• Career pathways • Equality• Leadership Development • Workplace flexibility• Work/life balance • Award/Recognition.

Due to significatn increases in Roads to Recovery funding, Council has a high operational workload for the next 2 to 3 years. If there is not an opportu-nity for new funding sources after this period then operational workload and hence staff requierments could fall significantly.

Succession PlanningCouncil does not formally have a succession plan in place, however it is included in the Workforce Ac-tion Plan at point 1.3 - ‘Indentify and develop succes-sion plans for identified positions’. When implementing this action it will provide Council with the opportunity to be in a position to achieve what is required and plan for the future.

Council will ensure that it will have engaged staff that are capable of fulfilling designated positions that require succession planning as well as providing the necessary opportunities for academic training to en-able these persons to fulfill each of those positions as appropriate. Council will create a buddy/mentor program where knowledgeable and experienced staff can mentor other staff imparting their valuable

Council’s Vision and Mission

Lachlan Shire VisionFor the Lachlan Shire to be a resilient community providing eco-nomic and social growth, through evolving, agricultural, business and mineral activities

Lachlan Shire MissionTo engage the community, providing and delivering progressive ser-vices whilst implementing a long term strategic plan leading to the social and economic benefit of the community

The Lachlan Shire Council is a professional and progressive local government organisation with a skilled workforce which regards the Shire as an employer of first choice. It has a high level of skill and is recog-nised for this within the community.

For Council to fulfil its vision and mission of Lachlan Shire some of the strategies required include:• Attracting, developing and retaining high calibre staff• Continuing to support traineeships, apprenticeships and cadetships, along with skills acquisition across

the Shire• Ensuring a productive workplace through a variety of measures including performance development and

appraisal mechanisms• Introducing appropriate changes to our organisational structure, programs, technology and production to

improve performance and services• Communicating with staff and unions to enhance existing relationships and maintain a low level of griev-

ances and disputes• Promote equal opportunity in all work practices• Meeting Council’s Local Government (State) Award and legislative obligations including work health &

safety• Participating in a Central West Joint Organisation and other regional initiatives for joint training, risk man-

agement and resource development

Council’s overall goal is to become an employer of choice through the provision of consistent, equitable and flexible systems and processes to attract, develop and retain a highly skilled and motivated workforce. This will be achieved by ensuring:

• Well motivated and well informed staff in all areas of Council who can respond to changes in internal and external environments

• Staff with skills to deliver appropriate support services, using appropriate technology, enabling efficient and effective project responsiveness and administrative accountability

• The need for Directors to facilitate managers in delivering Council’s strategic objectives with skills that encourage and ensure high productivity, enabling and facilitating change

• People with leadership skills able to manage teams sensitively and creatively

Organisation Structure

� Economic Development � Tourism � Community Engagement � Marketing & Communications � Events

Phil KingDirector

Gordon ThomsonDirector

Andrew JohnsDirector

Robert HuntGeneral Manager

Infrastructure Services

Community Services & Governance

Environment & Planning

� Utilities � Project Plans � Capital Works � Maintenance Plant � Emergency Services � Transport � GIS

� Planning Strategies � Development Assessments � Waste Management � Food Safety � Local Laws � Natural Resource Management � Sustainability � Heritage � Recreation & Leisure � Facilities Management � Parks & Reserves

(Strategic Planning)

� Governance � People & Organisational

Development � Information Services � Libraries � Social Inclusion � Health and Wellbeing � Risk

John ChapmanChiefFinance Officer

� Finance � Customer Service Centre � Asset Management

Council’s Profile and Workforce DemographicsLocated in the central west at the Heart of NSW, Council provides a diverse range of services to the La-chlan Shire community.

Council employs approximately 166 staff with a full time equivalency of 152 staff and is governed by an elected body of ten (10). Council has an operational budget of approximately $27 million.

Services provided by Council include roads, parks and gardens, garbage collection, water and sewer ser-vices, health and building services, economic development, tourism, regulatory services, swimming pools, human resources, noxious weeds and Roads and Maritime Services agencies.

Council also delivers a large number of community services which include Home and Community Care (HACC), Willow Bend Sports Centre, medical services, library services and Children’s Services consisting of family day care, mobile childcare service, pre-school, after school care and vacation care.

Our workforce consists of permanent full-time, part-time, temporary and casual staff. This combination contributes to not only commitment and loyalty but also allows flexibility in responding to the needs of our community.

Department Full Time Part Time Casual Temporary Total

Governance 18 1 19

Community Services 4 16 11 2 33

Environmental Services 77 1 2 80

Infrastructure Services 9 3 9 21

Total 108 21 20 4 153

Approximately 70% of our staff is employed on a permanent basis and 30% are employed on a temporary / casual basis. 15% of all permanent staff are employed on a part time basis indicating that flexible work arrangements are utilised by Council staff.

Diversity of Workforce

Department Male Female Total

Governance 6 13 19

Community Services 0 33 33

Environmental Services 76 4 80

Technical Services 16 5 21

Total 98 55 153

A higher number of female staff work predominantly in the Administration/Community Services roles while a higher number of male staff work in various outdoor roles.

Gender Profile

64% Male 36% Female

Staff153

The under 25 age group is approximately 14% of the total staff cohort. Most of these staff are cadets, trainees or apprentices who are aiming for higher positions, therefore there is quality staff coming through the ranks.Council needs to put strategies in place to retain these staff once they complete their training and provide progression through the organisation.

Council will continue to provide ongoing traineeships, apprenticeships and cadetships to attract this age group and endeavour to grow our own professional staff.

The age groups from 25 to 49 equates to 52% of Council’s workforce which is made up of experienced and skilled workers. Council envisages doing all that is possible to retain these staff to avoid losing their skills and experience to external industry or other Local Government authorities

The age group from 50 to 65+ equates to 34% of Council’s workforce. This is higher than in previous years. Council will ensure to include in the workforce plan a range of workforce practices that will support suc-cession planning and achieve the transfer of skills and knowledge.

6%

0%

78%

16%

Male

Governance

Community Services

Infrastructure Services

Environment and Planning

24%

60%

7%

9%

Female

Governance

Community Services

Infrastructure Services

Environment and Planning

14%

18%

23%11%

10%

16%

5%

3%

Age of Council's Workforce

Under 25

25 to 34

35 to 44

45 to 49

50 to 54

55 to 59

60 to 64

65+

Length of ServiceThe number of staff that have worked for Council for over 10 years equate to 30% with 49% of staff having worked for Council for less than 5 years. Council will include strategies in the workforce plan to retain talent to ensure business continuity and service delivery.

Council’s current level of staff turnover is 13%. This figure is slightly higher than the average voluntary turnover in local government for 2012 which is ap-proximately 12.7%.

From information collected through exit interview questionnaires the top four (4) reasons for volun-tary departure from LSC in recent years has been:

• promotion• gaining another external position• better salary and conditions• retirement

Forecasting the future WorkforceOperational workforce needs alternate between peak and lean periods relating to weather patterns and Federal budgets. Key positions must be main-tained during natural attrition in lean years, to pro-vide capacity to expand when needed. A reduction of around five positions affects levels of service in our towns.Spare capacity can arise from lean capital budgets and lack of water during drought which reduces road maintenance work. This requires natural attrition of a few outdoor operational positions while maintaining flexibility and core skills to enable expansion when needed.

On the other hand floods and unexpected grant funding can increase the ened for more staff. On these occasions its is anticipated either casuals or contractors will be brought in to east the workload.

Some ‘indoor’ professional positions have understud-ies who can apply for the higher positions and in most cases there are external applicants. However, recruitment and succession are sometimes more dif-ficult, such as finance and water and sewerage engi-neering, in common with many Councils. Council has some trainees in professional areas to contribute to the talent pool, and they may grow into higher pro-fessional positions here.

Critical PositionsAs part of the workforce planning process, it is essential to identify those positions that are critical to the de-livery of the Community Strategic Plan and the Delivery Program. Council chooses to recruit such positions because they assist Council to deliver community expected services in line with the 10 year Community Strategic Plan and four year Delivery Program.

Critical positions to attaining Strategic Objectives are considered positions vital to service delivery. Council has a statutory obligation to undertake these and if they remain unfilled the delivery of the services and strategic outcomes would be difficult to meet unless contractors are engaged.

Core positions to attaining Strategic Objectives are positions which are essential for service delivery but could remain unfilled for the short term without affecting the delivery of services and the strategic outcomes.

Analysing the above definitions, Council has identified the following positions as critical to the delivery of strategic objectives:• General Manager• Chief Financial Officer• Engineers• Environmental Health and Building Officers • Water/Sewer services staff• Supervisor – Revenue and Customer Service • Nominated Supervisor – Children’s Services• IT staff

Survey Information

The information collated from the organisational values workshops held with staff in 2014, a staff satisfaction survey in 2011, the LGMA Challenge Pre-Task Challenge in 2011 - skills shortages and LGMA Challenge Pre-Task Challenge in 2015 – the value proposition, all contributed to common themes around what staff value, ideas for improvement and how to retain staff. The findings are as follows:

Staff Value Ways Council can improveWhat attracted staff to work for

LSC How to retain staff

Job satisfaction Flexibility in the workplaceFinancial incentives (working in remote areas)

Value staff – develop a reward system

Professional development and career path opportunities

Foster new ideas and staff innovation

Benefits offered (attendance bonus, rental subsidy and relocation assistance

Have a good workplace culture with high staff morale

Job security Improve communication and staff management

The relaxed lifestyle, good place to bring up a family

Have a good workplace culture with high staff morale

Recognition for a job well doneFeeling valued and appreciated

Value and encourage staff input Increase staff salaries and incentives

Challenging and variety of work, staff are able to learn and experience a broad range of tasks

Support flexibility in the workplace, provide a good work/life balance.Canvas staff innovation

Feel like you are part of the teamBetter manage succession planning and knowledge management

Challenging and variety of work, staff are able to learn and experience a broad range of tasks

Improve employee and community engagement strategies

Opportunity for salary progression and training

Improve negativity in the community

A strong community spirit Opportunities for career development

Good work/life balance Increase resources in some areasContinuous professional development

Have strong organisational values

Local Government culture More opportunities for apprenticeships and traineeships

Lots of opportunity for career progression

Have strong leadership and management

A safe workplace Develop a leadership development program Job security Have a good performance management

program

Risks Identified in the Proposed StrategiesAll of the adopted strategies from the workforce plan will be required to be integrated into Council’s Enterprise Risk Management (ERM) Process. Staff responsible for ERM implementation will be required to be consulted and provide input into the workforce plan.

Risks Contingency Plans

‘Fit for the Future’ reforms

• Develop a financially sustainable approach• More effective and regular reporting• More effectively manage Council’s assets• Develop good change management strategies• Develop succession planning stategies

Change of senior management and other key staff positions

• Workforce planning be integrated into position descriptions• Workforce planning training be undertaken by Manex• Questions on workforce planning be asked during interviews for new staff

Failure of the integration of strategies and budget forecasting

• Regular budget reviews be undertaken to ensure integration of the strategies• Continuous monitoring and review of strategy integration

Gaps that may occur in the workforce plan process are not identified

• Monitor and review set timeframes• Responsibility for monitoring and reviewing be assigned to General Manager, Directors

and Manager – People and Organisational Development• All reviews and outcomes to be documented• The workforce plan to be fully reviewed every twelve (12) months

Lack of ownership by responsible staff • Workforce plan to include consultation with employees and consultative committee

Mismatching the hiring or downsizing operational staff and high workload cycles increase stress and dissatisfaction. Possibility of losing grant funding if Council is under resourced i.e. can’t spend the money in time

• More flexibility to increase staff levels when needed and rely on natural attrition when workload falls

Please note that these are the risks that have been identified at this stage of the Workforce Plan. Other risks that may be identified after publication of this document will be added to the register accordingly when reviews have been undertaken.

MonitoringThe importance of monitoring the Workforce Plan is to ensure that all the goals and strategies in the Plan will be achieved and any external or internal developments that may occur will be factored into the Plan.

Council’s Workforce Plan will be reviewed annually. The purpose of this process is to: • Keep abreast of new legislation and Government Reform processes• Address any workforce or organisational issues that may occur• Review performance measurement information (KPI’s)• Adjust the plan and strategies as necessary

EvaluationEvaluation of the workforce planning strategy is crucial for enabling continuous improvement of the strategies, performance and results.

Developing key performance indicators (KPI’s) involves determining what needs to be measured. Evalua-tion criteria will be developed to relate to the specific objectives of each workforce planning objective.

Another important measure of evaluation is feedback on how well the organisation has accomplished its action plan and its effectiveness. This may include; management meetings, employee surveys, analysis of data and progress reports.

• Water Security (Lake Cargelligo, Tottenham and Tullibigeal)

• Road Network supports local/regular freight - HML Standards

• Agriculture productivity• Gravel/Quarry Management• Effective Fleet Management• Access to rail network• Stable workforce• Delivery of Children’s Services to most

communities• Successful hosting of tourism events• High volunteer participation• Garden of opportunity Community

Engagement• Community Grants• Recreational and sporting facilities

SWOT Analysis

Strengths Weaknesses

Opportunities Threats

• Water Treatment Plant – Condobolin• Long distance to regional centres (base

hospitals and tertiary education providers)• Asset management plan Integrity• Mobile/NBN network coverage• Recycling services/waste management• Ratepayer funds used for attracting and

retaining medical support• Enterprise Agreement Conditions• Electricity network capacity• High cost of operating regional sports

• Road building/making capability• Cotton gin• Mining development (gdd/scandium)• Establish recycling service/waste management• Solar power generation• Improve water security – Condobolin• Increase tourism/RV visitation• Indigenous tourism• Fluctuating commodity prices• Resource sharing through Joint Organisation membership• Borrowing to reduce infrastructure backlog• Low rate base• Property values

• Youth services

• Flood prone• Water availability (drought)• Ageing infrastructure (water and sewer)• Projected population decline by Department of Planning• Recruitment/Retention• Loss of skilled workers/corporate knowledge due to ageing workforce• Fluctuating commodity prices inpacting on

agricultural production profits

Workforce Action Plan

WFP No

Action Performance Measure Responsibility Timeframe

1.1.1Work with staff to prepare individual training plans that reflect legislative requirements and personal career paths

Staff undertake annual staff appraisalsMPOD/Directors Annually

1.1.2Continue to foster the growth of the local workforce through traineeship, apprenticeships and ongoing training

Attend/facilitate information days to promote work experience and work placement programs with schools, TAFE and Universities

MPOD/MED Ongoing

1.1.3 Develop mechanisms that will facilitate effective succession planning

Develop succession plans for identified positions Implement an ageing workforce strategy

MPOD/Directors/Managers

MPOD/Manex

Year 1

Year 2

1.1.4 Work closely with regional high schools to successfully host School Based traineeships, work experience and work placement programs

Attend High School Careers in Local Government ExpoSchool students undertake work experience and work placementCouncil hosts a school based traineeship

MPOD/Directors

MPOD

MPOD/Directors

Annually

Annually

Annually

1.1.5Increase the level of indigenous employment within Council

Host traineeships targeted to indigenous persons

MPOD/Environmental and Technical Services

Year 1

Outcome 1: To be an Employer of Choice

WFP No Action Performance Measure Responsibility Timeframe

2.1.1

Increase the level of personal interaction and information dissemination within Council

Encourage contributions from all staff for production of bi – monthly staff newsletter

MPOD/HR Officer Bi-monthly

2.1.2

Increase the level of consultation with employees

Regular departmental meetings to be heldHold ‘all staff ’ meetings quarterlyHold regular consultative committee meetings

Directors/Managers

General Manager

DCS&G/MPOD

Fortnightly/Monthly

Quarterly

2.1.3

Provide Management with tools to engage their employees

Provide Management and Leadership training for Supervisors/Managers and DirectorsProvide Change Management training

MPOD/Directors Annually

2.1.4

Ensure there is a system in place for new and reviewed staff policies

All staff policies are included in staff inductionsAll affected staff are consulted on new or reviewed policies

MPOD/Directors Ongoing

Outcome 2To foster and improve staff confidence, trust and inclusion in decision making

Outcome 3

WFPNo

Action Performance Measure

Responsibility Timeframe

3.1.1Provide training and development opportunities to all staff

Staff undertake training as identified on training plans

MPOD/HR Officer Annually

Create innovative work options Create a phased in Retirement Protocol / Flexible working conditions

MPOD/Manex Year 2

Conduct Exit Interviews for exiting staff Undertake Exit interviews for all exiting staff and report trends to Manex

MPOD Ongoing

Create a buddying and mentoring program for staff

Staff participate in program

Staff participate in program

Year 1

Promote the variety, security and benefits of employment with Council

Review the Employee Benefits brochure and include in all recruitment packs, on Council’s website and for utilisation at expo’s

MPOD/MED Year 1

Conduct employee opinion surveys that are measurable for employee engagement

A bi-yearly employee opinion survey is undertaken

MANEX/MPOD Year 1 and Year 3

Retain skilled, experienced employees and attract new, competent and qualified employees

Outcome 4

WFPNo Action Performance Measure Performance

Measure Performance Measure

4.1.1

Provide e-learning opportunities as a supplement to face to face learning

Opportunities taken up MPOD/MIT

MPOD/HR Officer

Ongoing

Ongoing

4.1.2

Take advantage of improved technology

Staff are able to utilise use of ipads if required

New technology utilised e.g. Council Reporting System.

MPOD/MIT Ongoing

4.1.3Promote sustainability group established for the Green at work program

Staff participate in the green at work program

Manex Quarterly

Keep up to date with technological improvements and advancements

WFP No Action Performance Measure Performance

Measure Responsible Officer

5.3.1Ensure a Staff Work, Health and Safety committee is active

Work Health and Safety Committee meetings are held quarterly

MPOD/Manex Quarterly

5.3.2 Have a current Work Health and Safety Policy

Work health and safety policy to be reviewed

MPOD/Manex Year 1

5.3.3Ensure staff have access to independant consultants to discuss personal issues

Appointment of an Employee Assistance program provider

MPOD Annually

5.3.4

Staff are kept up to date with new Work Health and Safety legislation

WH&S Training is provided for all staffWH&S inductions are undertaken for all new staff, contractors and volunteers

MPOD/HR Officer Annually

To provide a safe working environment

Outcome 5