WORkFORCE STRATEGY 2013 - 2017 - Ku-ring-gai Council · Workforce Strategy 2013 – 2017 ... efficiency gains to maximise the utilisation of the existing workforce. ... mix of new

WORkFORCE STRATEGY 2013 - 2017REvISEd ApRIl 2015

Workforce Strategy 2013 – 2017 2

This Plan has been prepared by Ku-ring-gai Council to support the delivery of its long-term strategic direction. It forms part of the Resourcing Strategy for the Community Strategic Plan and Delivery Program and should be read in conjunction with these documents. For more information on this document contact: Ku-ring-gai Council 818 Pacific Hwy, Gordon NSW 2072. Locked bag 1056, Pymble 2073 Ph. (02) 9424 0000 F (02) 9424 0001 [email protected]

Contents INTRODUCTION 3

ABOUTTHEWORKFORCESTRATEGY 3 SCENARIOS 4 WHOAREWE? 5 STAFFPROFILE 7

Employment Type 7

Gender 9

Age 11

Length of Service 13

Organisational Culture 14

Work Life Balance 14

Safe Working Environment 14

Equal Employment Opportunity 15

OURCHALLENGES 16 Our Long Term Objective 16

Workforce Planning 17

Attraction & Retention 17

Organisation Development 16

People & Culture 17

SNAPSHOT 20 NEXTSTEPS 21


Introduction Council’s initial Workforce Strategy was developed with the principle in mind that there is not a correct starting or finishing point when strategically planning for Council’s workforce. Rather it represented the first attempt to employ a strategic framework to ensure that Council has “the right number of people with the right skills in the right jobs at the right time”. The plan identified a number of recommendations and outcomes that have since been implemented to mitigate the critical organisational staffing risks associated with the loss of corporate knowledge and systems expertise. This in turn ensures that Council has the capability and capacity to give effect to its strategies and goals. The 2013-2017 Workforce Strategy aims to build on this work while integrating and complementing the overall Resourcing Strategy that supports the Delivery and Operational plans. A key element of the Workforce Strategy is the elevation of workforce planning from an operational to strategic level by informing our Long Term Financial Plan (employee costs) and our Asset Management Strategy in terms of the skills required to ensure the sustainable renewal of Council assets. Further, it aims to ensure a high quality workforce of dedicated professionals servicing Ku-ring-gai and delivering community priorities as articulated in the Community Strategic Plan.

About the Workforce Strategy The Workforce Strategy meets the Division of Local Government’s Integrated Planning and Reporting (IPR) requirements where assets, finances and the workforce are planned in an integrated framework. It identifies high level issues and themes and provides a strategic framework to guide our people management strategies over the next four years (2013 – 2017). It was developed by examining our workforce profile and consulting with a broad representative group of employees. While there is a focus on managers’ perceptions of workforce requirements, employees have been consulted about the type of workplace they would like to experience and their role in building the workplace culture of the Council. This strategy and its supporting Workforce Action Plan aim to provide Council with a framework for making staffing decisions based on Councils strategic plan, budgetary resources, forward planning priorities and desired workforce knowledge requirements.


Scenarios The following two scenarios have been employed as a baseline for planning across all Council strategic planning documents. The scenarios are considered sustainable and underpin the Workforce Strategy. Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal Scenario 2 – No additional funding for infrastructure renewal

The Workforce Strategy considers the impact of each scenario on workforce planning over the remaining period of the Resourcing Strategy.

Scenario 1 - Fit for the Future (FFTF) Base Case Scenario with additional funding for infrastructure renewal This scenario assumes a new funding strategy for infrastructure assets renewal. Additional funds will be allocated from the sale of under-utilised or surplus assets and reinvested into Council’s renewal program for infrastructure assets. This scenario is financially sustainable and the one that Council will consider for adoption. Anticipated impact on the workforce With the allocation of additional funding to Council’s infrastructure assets renewal program, workforce resourcing allocation will require review and adjustment in order to meet increased workload demands. In addition to this, there will be an opportunity to identify productivity and efficiency gains to maximise the utilisation of the existing workforce. Scenario 2 – No additional funding for infrastructure renewal This scenario represents a continuation of the current level of funding and expenditure. The funding strategy under this scenario assumes no additional funding is available for asset renewal. It is assumed that proceeds from Asset Sales will fund Council’s outstanding debt over a shorter period of time and Council staff will relocate to the new administration building. Increased funding is also required to refurbish the existing building before relocating staff. This scenario is financially sustainable, however does not address Council’s increased infrastructure backlog and therefore is not a scenario that Council will consider.


Who are we? Ku-ring-gai has recently been ranked as one of the State’s fastest growing communities. Our population is rising by around 3,000 each year and has now reached 114,000. We face many challenges in catering for this growth and meeting the ever changing needs of our community. About 40 per cent of us were born overseas, mainly in the UK, South Africa, Hong Kong, New Zealand, China or South Korea. Aside from English, the most commonly spoken languages at home are Cantonese, Mandarin and Korean.


Services are delivered to the community via five departments together with the General Managers unit (Civic). Each discrete service is provided by one of the twenty business units that operate across these departments. The current structure has been in place since 2009.


Employee Profile Council employees work across a number of locations within the Ku-ring-gai area and in a diverse range of occupations. The majority of staff (84%) commutes from outside of the LGA with only 16% of staff living locally.

The following workforce demographics are provided as at 30 June 2014.

Employment Type Council employs a total of 441 employees in both a full time and part time capacity. A total of 84% of these positions are full time providing significant employment opportunities for local residents.

Council also engages non-permanent staff, including casuals and labour hire staff in a range of seasonal and vacation care roles.


Departments meet their service delivery requirements by employing a mixture of labour to support operational imperatives and fluctuating resource requirements.


Gender Council is an equal opportunity employer and is commited in its staff selection processes to ensure gender equity in employment.

The current workforce gender balance is split approximately 40 /60, female to male, with the disparity appearing to result from the high percentage of outdoor operational roles (20% of the workforce) which are traditionally undertaken by males.

Employment type Full time - Male

Full time - Female

Part time - Female

Part time - Male Totals Casual -

Male Casuals - Female

Total - casuals

Civic 3 2 2 1 8 0 0 0

Community 22 48 35 3 108 97 287 384

Corporate 29 17 5 3 54 0 3 3

Development and Regulation 39 23 9 0 71 0 0 0

Operations 140 11 3 0 154 1 0 1

Strategy and Environment 15 21 9 1 46 12 25 37

Ku-ring-gai Council 248 122 63 8 441 110 315 425


Males and females are proportionally represented in all age demographics. It must be noted however that women are under represented in higher level and senior roles (catergorised as roles sized at band 6 or higher) which has been a trend over the past five year period. Stategies are currently being considered in order to address this deficency.


Age It can be seen that over 55 percent of Council’s workforce is aged 45 years or over. This profile is more closely aligned with the NSW public sector than the general workforce population in NSW. Council’s age profile provides an indication of the number of employees likely to retre in the next five to ten years, which will inform the development of strategies for both attracting and retaining younger workers (e.g. graduate recruitment and career path development) and attracting older workers (e.g. flexible work options, reducing physical demands). Job redesign and technological innovation will also assist in ensuring the onging delivery of services to the community within the constraints of an ageing workforce. Council continues to monitor and devise strategies to meet the challenges of an ageing workforce. Initial indications are that we remain an employer of choice for many staff and Council continues to offer opportunities for continued employment for all age groups.


The median age of employees is 46, however this varies across each department which may be a result of a number of variables. Job families vary in anticipated tenure and career opportunities. Council is typically a stable employer and length of tenure can reflect the constant and ongoing requirment for employment in a particular area.

They can also reflect high levels of satisfaction with the types of employement offered by local government and the ability of employees to maintain active career paths and productive longer term employment.


Length of Service Council’s turnover rate is 9.3% per annum which is reflective of the relatively high average years of service across all departments. To this end 47% of staff have tenure of between one and five years with 49% having from six to more than twenty years of service. The workforce reflects a mix of new and old knowledge and the smooth transition of ideas and practices as Council continues with ongoing organisational renewal.

Department Average Years of Service with Council

Median Years of Service with Council

Total Years of Service with Council No. of People in Department

Civic 10 9 82 8

Community 8 6 897 108

Corporate 11 7 568 54

Dev and Reg 8 7 530 71

Operations 12 8 1788 154

Strategy and Environment 6 5 295 46

Ku-ring-gai Council 9 7 3181 441


Organisational Culture In April 2014 Council conducted an Employee Opinion Survey which was met with a strong response rate. Key highlights from the results include -

62% of respondents indicated an intention to stay with Ku-ring-gai for a period of between 1 and 10 years which suggests a high level of staff satisfaction with our organisation.

The top performing areas as identified by employees were Workplace Health and Safety, team work, work life balance and supportive team leaders.

These results have formed the basis for improving future communication with employees and strategic action planning around identified areas for improvement which will in turn positively influence our organisational culture.

It is anticipated that the impacts of this will be seen in the results of the next Employee Opinion Survey which will be conducted in 2016.

Work Life Balance Council recognises the need to create and support a healthy work/life balance for our employees. Initiatives such as the Transition to Retirement scheme, Self-funded Leave program together with our flexible working hour’s arrangements are key in fostering this approach.

Safe Working Environment Following the commencement of the Work Health & Safety (WHS) Act 2011 on 1 January 2012 Council updated the WHS Management System, policies and documentation to reflect the new legislative environment. A Manager’s guide was published and briefings held advising of changes to individuals responsibilities.

The innovative SafeStart – Human Error Reduction program was delivered in-house to over one third of Council staff in 2012, with refresher training being delivered in 2013, 2014 and in 2015.

Mandatory WHS training history and attendance is recorded centrally in Councils HRIS which enables forward planning around renewal/recertification of mandatory qualifications. This in turn increases the cost effectiveness of the training and lessons the impact on productivity.


As at June 2014 Council had recorded a reduction of 58% in reported WHS Incidents, a 64% reduction in lost time injuries, a 65% reduction in Workers Compensation Claims and a 70% reduction in hours lost to injury.

Equal Employment Opportunity

Council is an equal opportunity employer dedicated to ensuring that the workplace is free from unlawful discrimination as identified under federal and state law.

We keep abreast of legislative and industry changes in this area and undertake regular reviews of HR practices and processes to ensure that EEO principles are applied accordingly.

Equity Within Council it is expected that all employees will; Be treated with respect and fairness Work in a place free from all forms of harassment and unlawful discrimination Have access to and compete equitably for recruitment, selection, promotion and transfer opportunities Choose and pursue their own career path Have access to relevant training and development opportunities Diversity Diversity recognises that employees differ not just on the basis of race, gender and ethnicity but also on other dimensions such as age, lifestyles and geographic origins. Diversity encompasses acceptance of differences and valuing individual contribution to the workplace. Our draft Equity and Diversity Management Plan 2015 - 2019 will set out the objectives and strategies to be delivered across the next 4 years. This will enable management and employees to understand Equity and Diversity principles and their responsibilities in relation to its implementation.


Our Challenges The key workforce challenges that must be considered and addressed in order to effectively deliver Council’s Delivery and Operational Program over the next two years include: Responding to NSW State Government reform of Local Government (‘Fit for the Future’) Responding to rapid change, increasing workload and complexity Overcoming skills shortages and ageing workforce issues Managing rising community expectations Creating a high performing collaborative work environment Achieving greater productivity and efficiency to provide the community with best value for money As with all NSW Councils, Ku-ring-gai Council is currently working through the task of assessing and responding to recommendations made by the NSW State Government in order to demonstrate that we are ‘Fit for the Future’. In addition to this the ageing workforce continues to expand, especially in areas that are already significantly impacted. Existing areas of skills shortages and tight labour supply in jobs such as urban planning, engineering, policy, surveying, environmental health and child care are likely to become even more constricted. Increasing community expectations and the complexity of community needs result in an added emphasis on strategy and management of resources. Council workforce faces increasing demands to deliver results and the need to make sound decisions based on guiding priorities. As recruitment and retention is forecast to become more competitive in areas vital to our business, Council needs to ensure it is primarily positioned in the employment market. This requires innovating in key areas to bring the right people into the business and keep critical talent. As the labour market tightens, we need a greater focus on how we value, lead and develop the workforce. A key feature of leadership is engaging the workforce to be part of the solution.

Our Long Term Objective The Ku-ring-gai local government area has a growing residential population which provides Council with the opportunity to offer employment to a greater number of locally based employees. This also allows Council to provide employment that supports a work/life balance for its workforce and the opportunity to retain and develop high potential staff in support of its service delivery to the community.


The long term workforce objective is to focus on developing and improving Council’s ability to foster and maintain a flexible, adaptable and strategic workforce. The four main focus areas reflected in this strategy are: Workforce Planning, Attraction and Retention, Organisational Development, People and Culture. Each key focus area is discussed below in detail.

Workforce Planning Workforce planning will continue to be a key strategic focus for our organisation. The initiatives identified to contribute to this key focus area include; Workforce metrics reporting: Council’s ability to understand the characteristics of the workforce has recently been significantly improved

with the development of HR metrics reporting processes. This has greatly assisted the leadership team to understand and proactively manage their staff.

Corporate Risk management: We will be working on integrating corporate risk management as a key component of the workforce

planning process which will enable the development of strategies around identified ‘high risk’ positions. Ageing workforce strategy: Work will shortly commence on the development of an Ageing Workforce Strategy which will provide a

systematic approach to targeted retention strategies, knowledge management processes, management of ageing related health issues and succession planning techniques.

Attraction & Retention Whilst our current staff turnover rate of 9.3% is modest, an ageing workforce and skills shortages in key positions require Council to ensure targeted staff attraction and retention in order to maintain expected levels of service to the community.

Attraction Council has a growing residential population which provides an opportunity to offer employment to a greater number of locally based employees. As some people may have a preference of working locally, the fast growth of the regional community has the potential to partially offset constraints in the labour market.


Remuneration and benefits together with organisational culture must be well balanced in order to attract the right candidates for advertised vacancies. To this end, Council participates in and subscribes to a number of remuneration surveys in order to keep abreast of remuneration trends in the employment market. In addition to this, there are a number of cultural change programs in place focusing on the development of our Corporate Values, Leadership Development and Reward & Recognition which will positively influence the organisational culture once implemented.

Retention The key factors influencing current staff retention have been identified based on the results of Council’s most recent Employee Opinion Survey which provides the following insights;

The key issues of importance to staff

Prevention of bullying and harassment Job satisfaction Equal opportunity Work/life balance Safe work environment

Key areas for improvement

Communication and cooperation between departments and work areas

Keeping skilled employees Valuing employees Providing incentives and reward

Action plans to address the identified areas of improvement have been developed by the leadership team and are currently being implemented. In addition to this and as previously mentioned, an Ageing Workforce Strategy will be developed in the near future. It is anticipated that targeted retention strategies associated with this will reinforce the importance of older workers and the adoption of preventative measures to reduce health risks and absences related to ill health. Council will continue to take a proactive approach in addressing the needs of all staff by providing flexible alternative work arrangements.

Organisational Development Key to the delivery of our services is the development of our workforce both as individuals and as part of a complex organisation. The initiatives identified to contribute to this key focus area include;


Leadership Development Program: The leadership team recently participated in the Management Colloquium through the Australian Applied School of Management. This program employs a blended learning methodology based on peer knowledge-sharing, experiential exercises, practical workplace application and reflection. The Colloquium focus on the following key leadership issues: Authenticity, Leadership & Management; Team Dynamics; Driving Performance; Communication, Presence & Influence; Innovation & Change; Strategic & Operational Improvement; Empowering You & Your Team: Driving a Continuous Learning Environment.

It is intended that an organisation wide Leadership Development Program, linked directly to the Colloquium program, will shortly be finalised and implemented which will extend to staff at all levels of the organisation. The program will include a mix of formal leadership, management, and individual training elements and will be implemented via a range of in-house workshops delivered by the leadership team.

E-Learning & Talent Management: Work has also commenced on the development of a comprehensive E-learning Program that will deliver a wide range of online and blended e-learning solutions to address Council’s increasingly complex requirements. This in combination with a robust Talent Management Program will ensure Council is well positioned to be an employer of choice in an increasingly competitive market place in coming years. We will see an increased ability to deliver an empowered, skilled and knowledgeable workforce to deliver our services to the community as a result of these programs.

Reward & Recognition: Employees continue to receive formal feedback regarding their performance with exceptional performance being incentivised through our Rewards & Recognition Program. This program is currently undergoing a wholesale review with a focus on driving a high performance culture, continuous improvement and rewarding top performers.

Resourcing: To support Council’s commitment to organisational development a dedicated position has recently been created within the People & Culture business unit which will focus on proactively coordinating Council’s Learning & Development requirements now and into the future.

People & Culture The success of Council’s Workforce Strategy will partly be the development of actions and strategies to engage a workforce that mirrors a generationally, socially and culturally diverse community. The initiatives identified to contribute to this key focus area include; Vision and Values: Developing the organisation vision and values which are then embedded within the culture will be critical in making

Council a more desirable place to work for both existing and future staff. Work has commenced in this area with all employees being engaged in this process.


Reward & Recognition: Council’s Performance Assessment System is currently being reviewed to ensure a process of continuous improvement is maintained and the ongoing development of a performance based culture at Ku-ring-gai is supported.

Risk: We are committed to integrating the systematic and proactive management of risks and opportunities to the way we do business at all levels, clearly communicating how managing these risks benefits not only economic outcomes, but also contributes to environmental and social outcomes. Council has developed and implemented an Enterprise Risk Management (ERM) system which meets the requirements of the international standard, and benchmark, AS/NZS ISO 19001 – Risk Management. Phase 1 of this project was the integration of Council’s existing risk registers and any risk actions required into the system. Phase 2 will be the development of an integrated incident and corrective action process for all governance and risk issues.

Human Resources Review: Council’s Human Resources function has recently undergone a functional and structural review which has seen the emergence of a new business unit titled People & Culture. The unit will provide more streamlined service delivery with a focus on strategic continuous improvement in order to better support the ongoing growth and development of the workforce.

Snapshot

KEY FOCUS AREA

INITIATIVES

Workforce Planning Recruitment & Retention Organisational Development People & Culture

Workforce Metrics Reporting

Remuneration & Benefits

Leadership Development

Program

Vision & Values

Corporate Risk Management

Employee Opinion Survey

Action Plan

E-Learning & Talent

Management

Reward & Recognition

Ageing Workforce Strategy

Ageing Workforce Strategy

Reward & Recognition

Risk

Resourcing

Human Resources Review


Next steps The implementation phase of the Workforce Strategy will be delivered through a review and update of the Workforce Action Plan 2009.

April 2015

WORkFORCE STRATEGY 2013 - 2017 - Ku-ring-gai Council · Workforce Strategy 2013 – 2017 ... efficiency gains to maximise the utilisation of the existing workforce. ... mix of new

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