Workforce Management Strategy 2026/2027

Workforce Management Strategy 2026/2027 – 2029/2030

Published by Clarence Valley Council 2 Prince Street Grafton Phone 02 6643 0200 council@clarence.nsw.gov.au www.clarence.nsw.gov.au © 2026 Clarence Valley Council

We acknowledge the Bundjalung, Gumbaynggirr and Yaegl people as the Traditional Owners of the land on which we live and work. We honour the First Nations peoples culture and connection to land, sea and community. We pay our respects to their Elders past, present and emerging

2 | Workforce Management Strategy

Contents Introduction..........................................................................................................................

Purpose....................................................................................................................................................

Strategic Alignment.................................................................................................................................

Strategic Context.....................................................................................................................................

Our Values................................................................................................................................................

Key LGA / Regional Data for Clarence Valley........................................................................................

Population and demographics.............................................................................................................................

Labour force and employment............................................................................................................................

Occupation and industry profile..........................................................................................................................

Education and qualifications...............................................................................................................................

Our Structure...........................................................................................................................................

Workforce Profile (2024/2025)............................................................................................................................

Workforce Drivers, Risks and Strategic Response........................................................

Workforce Drivers..................................................................................................................................

Workforce Gap Analysis....................................................................................................................................

Workforce Risks....................................................................................................................................

Strategic Response...............................................................................................................................

1. Workforce Sustainability and Organisational Resilience............................................................................

2. Strategic Attraction and Workforce Positioning...........................................................................................

3. Workforce Capability and Leadership for Future Demand.........................................................................

4. High-Performance Culture and Employee Experience...............................................................................

Workforce Action Plan.......................................................................................................

Priority 1: Workforce Sustainability and Organisational Resilience.................................................

Priority 2: Strategic Attraction and Workforce Positioning...............................................................

Priority 3: Workforce Capability and Leadership................................................................................

Priority 4: High-Performance Culture and Employee Experience.....................................................

Performance measures.........................................................................................................................

Monitoring and evaluation....................................................................................................................

Clarence Valley Council | 3

Introduction Purpose Clarence Valley Council’s Workforce Management Strategy (Strategy) outlines how the organisation will build, sustain and develop a capable workforce to deliver services over the next four years.

Council is operating in a complex and changing environment, with key challenges including: 

an ageing workforce and succession risk



skills shortages in key service areas



increasing workforce costs



changing employee expectations



evolving service delivery and community needs.

This Strategy identifies key workforce gaps and risks and sets out a coordinated program of actions to: 

strengthen workforce sustainability and organisational resilience



improve attraction and retention in a constrained labour market



build workforce capability aligned to future demand



foster a high-performance, inclusive and engaged workforce.

Through this Strategy, Council will ensure it has: the right people, with the right skills, in the right roles, at the right time to support service delivery and long-term financial sustainability.

4 | Workforce Management Strategy

Strategic Alignment The Strategy aligns to Council’s Integrated Planning and Reporting Framework (IP&R). It is part of the Resourcing Strategy as part of the annual Operational Plan and supports: 

Community Strategic Plan outcomes



Delivery Program workforce requirements



Long-Term Financial Plan sustainability

It ensures workforce planning is integrated, evidence-based and future-focused.

Strategic Context Council operates within a dynamic environment influenced by: 

demographic change and an ageing population



regional labour market constraints



increasing cost pressures



technological change and digital transformation



climate and environmental challenges



evolving workforce expectations.

These factors require a workforce that is resilient, adaptable and capable of meeting future demands.

Clarence Valley Council | 5

Our Values These values are not only embedded in our workplace culture but also act as guiding principles for how we attract, develop, and support our workforce. They underpin our commitment to fostering a safe, collaborative, inclusive, and high-performing organisation—ensuring we deliver services in a way that reflects both the needs of our community.

Safety

Integrity

We have a safety focused workplace culture to ensure the wellbeing of our staff and the community

We behave in a way that is honest, open, and transparent. We will take responsibility for our actions and strive for excellence Value

Teamwork We work together as one council towards shared goals and for the greater good of the community

We deliver services efficiently, effectively, and in an environmentally and financially sustainable manner

Respect

Engagement

We are inclusive, treat people with courtesy and fairness, and ensure each individual is valued and heard

We engage with our staff and community to inform our decision making, and create awareness of our activities

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Key LGA / Regional Data for Clarence Valley Population and demographics 

The Clarence Valley LGA had a population of about 54,180 in 2021 NSW Government+1



The median age in Clarence Valley is 49 years, which is significantly older than the NSW and national medians Australian Bureau of Statistics+1



People aged 65 and over make up around 21% of the population

Labour force and employment 

The labour force in the area in 2021 was 21,081 people, with 10,608 full-time and 7,734 parttime workers Profile ID



Most resident workers remain in the area: 85% of employed residents live and work in Clarence Valley; 9% commute out to other areas Profile ID



About 92% of people who work in Clarence Valley also live in the area, indicating relatively high workforce local retention

Occupation and industry profile 

Among residents of Clarence Valley, the most common occupation groups (2021) are: • Professionals: 16% Profile ID • Community & Personal Service Workers: 16% Profile ID • Technicians & Trades Workers: 14% Profile ID



In terms of industry sectors, the largest employing sectors for Clarence Valley residents include Health Care & Social Assistance (17%), Retail Trade (11%), and Construction (9%)

Education and qualifications 

Educational attainment is lower compared to state averages: only 12% of people aged 15+ hold a bachelor’s degree or higher in Clarence Valley, far below NSW proportions



A notable share holds vocational or certificate-level qualifications, and many have completed schooling to Year 10 or Year 12 as highest level.

Clarence Valley Council | 7

Our Structure

8 | Workforce Management Strategy

Workforce Profile (2024/2025) Establishment – number of FTE approved positions

527.12

Permanent staff

460

Fixed Term staff

50

Headcount

510

Full-time equivalent staff

496.52

Trainees and apprentices

15

Headcount including casual and labour hire staff

577

Turnover rate

11.47%

Vacancy Rate

5.81%

Key Insights Workforce Sustainability 

Ageing workforce



Tenure concentration



Pipeline weakness

Workforce Capability & Risk 

Skills shortages



Vacancy pressure



Internal succession gaps

Workforce Structure 

Operational workforce dominance



Gender distribution

Workforce Performance & Cost 

Turnover concentration



Workforce cost pressure



Multi-skilling demands

Clarence Valley Council | 9

Highlights Ageing Workforce Profile

Workforce Age Profile

15-25 years 46-55 years

26-35 years 56-65 years

36-45 years Over 65 years

Insight Council’s workforce is skewed toward older age cohorts, with:  56.47% of employees aged 46 years and over  31.76% aged 56 years and over, representing a significant proportion nearing retirement  A comparatively low proportion of early-career employees (22.74% under 35) Strategic Implication This age profile indicates:  A high dependency on experienced employees  Increased risk of workforce exits over the next 5–10 years  Potential loss of critical knowledge and capability  A need to strengthen early-career pipelines and succession pathways Without intervention, this may impact:  Workforce continuity  Service delivery capability  Leadership succession Strategic Response Council will:  Strengthen succession planning across critical roles  Implement a knowledge continuity framework to retain organisational expertise  Expand early-career pipelines (trainees, apprentices, graduates)  Develop leadership and career progression pathways  Introduce flexible workforce models, including phased retirement

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Gender Profile Overall workforce composition is 68% male and 32% female The indoor workforce is predominantly female (61% female / 39% male) The outdoor workforce is predominantly male (84% male / 16% female) Insight This indicates a significant gender imbalance across different workforce segments, with:  Women concentrated in administrative and indoor roles  Men concentrated in operational and field-based roles Strategic Implication This distribution highlights:  An opportunity to increase female participation in operational roles  A need to ensure equitable access to career pathways across all areas  Potential limitations on workforce diversity, capability and innovation Strategic Response Council will:  Implement targeted initiatives to increase diversity in field-based roles  Promote inclusive recruitment and career pathways across all directorates  Support programs such as “women in the field” initiatives  Ensure workplace practices and conditions support diverse workforce participation

Regional labour constraints  

Council operates within a regional labour market with limited access to a broad and specialised talent pool The local workforce has lower levels of tertiary qualification attainment compared to state averages

Insight Council’s geographic location significantly influences its ability to attract and retain skilled employees, particularly in:  Engineering and infrastructure roles  Technical and specialist positions  Digital and professional capability areas  The limited availability of highly qualified candidates locally increases reliance on a small and competitive labour pool.

Strategic Implication This creates a number of workforce challenges:  Difficulty attracting suitably qualified candidates for critical roles  Increased time and cost associated with recruitment  Higher risk of vacancies and re-advertised positions  Greater reliance on internal workforce development  Potential constraints on Council’s ability to deliver complex services

Clarence Valley Council | 11

Strategic Response Council will:  Strengthen its Employee Value Proposition (EVP) to improve competitiveness in the labour market  Implement targeted recruitment strategies for critical and hard-to-fill roles  Develop local workforce pipelines, including traineeships, apprenticeships and partnerships with education providers  Invest in internal capability development to reduce reliance on external recruitment  Explore flexible and innovative workforce solutions, including remote work opportunities where appropriate

Workforce Forecast Over the next four years, Council will require increased capability in: 

engineering and infrastructure delivery



digital and technology services



environmental and climate resilience



project and contract management



leadership and organisational capability.

Without intervention, workforce supply is unlikely to meet these demands.

12 | Workforce Management Strategy

Workforce Drivers, Risks and Strategic Response Workforce Drivers Council’s workforce is shaped by a range of drivers that directly influence workforce risks and inform strategic priorities. These drivers directly inform workforce risks and underpin Council’s strategic workforce priorities. The table below outlines the key drivers.

Driver

Risk

Strategic Responses

Linked Priority

Ageing workforce

Loss of knowledge, service disruption

Succession planning, mentoring, phased retirement

Workforce Sustainability

Skills shortages

Inability to fill roles

Employer Value Proposition, targeted recruitment strategies, talent pipeline

Attraction

Rising costs

Financial pressure

Workforce planning, efficiency

Workforce Sustainability

Service complexity

Capability gaps

Training, workforce planning

Capability Development

Workforce expectations

Retention risk

Flexibility, wellbeing, engagement

Culture & Engagement

Digital transformation

Skills gaps

Digital capability development

Capability Development

Regulatory requirements

Compliance risk

Training and governance capability

Capability Development

Environmental change

Service disruption

Resilience capability

Workforce Planning

Clarence Valley Council | 13

Workforce Gap Analysis There is a gap between Council’s current workforce capability and future workforce requirements.

The table below outlines the key gaps.

Area

Current state

Future need

Gap

Risk

Workforce sustainability

Ageing workforce

Sustainable pipeline

Succession gaps

Medium

Retention

Turnover & recruitment challenges

Stable workforce

Retention pressure

Medium

Skills & capability

Operational focus

Technical & leadership capability

Skills shortages

Medium

Attraction

Regional limitations

Competitive recruitment

Talent constraints

Medium

Diversity

Gender imbalance

Inclusive workforce

Representation gap

Medium

Workforce experience

Evolving expectations

Engaged workforce

Retention risk

Medium

If unaddressed, these gaps will directly impact Council’s ability to deliver critical services and maintain organisational performance.

Workforce Risks The identified workforce gaps create the following strategic risks: 

loss of critical organisational capability and corporate knowledge



inability to recruit and retain skilled staff



increased workforce costs and financial pressure



reduced service delivery capability



increased workload and pressure on remaining staff.

14 | Workforce Management Strategy

Strategic Response The following strategic priorities have been identified in response to the workplace drivers and risks.

1. Workforce Sustainability and Organisational Resilience

2. Strategic Attraction and Workforce Positioning

Ensure a sustainable workforce aligned to long-term service and financial needs.

Position Council as an employer of choice to attract and retain talent.

3. Workforce Capability and Leadership for Future Demand

4. High-Performance Culture and Employee Experience

Build workforce capability and leadership aligned to emerging needs.

Create an engaged, inclusive and highperforming workforce.

Clarence Valley Council | 15

Workforce Action Plan Priority 1: Workforce Sustainability and Organisational Resilience Measure of Success

Time

Workforce planning is integrated with financial and service delivery planning

Framework endorsed and embedded in planning cycles

1

Organisational Development / Executive

Identify and maintain a Critical Roles and Capability Register

Visibility of workforce risk and succession priorities

% of critical roles identified and reviewed annually

1–2

People & Culture

Implement a structured succession planning program across key roles

Reduced risk of capability gaps due to workforce exits

% of critical roles with identified successors

2–3

Leadership Team

Establish a formal knowledge transfer and mentoring framework

Retention of organisational knowledge and capability

Participation rates and completion of knowledge transfer plans

1–3

People & Culture

Strategic Action

Outcome

Develop and implement a Workforce Sustainability Framework aligned to the Long-Term Financial Plan

(Yr)

Responsibility

Priority 2: Strategic Attraction and Workforce Positioning Time

Strategic Action

Outcome

Measure of Success

Employee Value Proposition Development

Strong employer brand

Increase in suitable applicants

1

People & Culture

Recruitment Improvements

Efficient hiring

Reduction in time to fill positions

1-2

People & Culture

Talent Pipelines

Sustainable workforce supply

Increase early career hires

1-4

People & Culture

Targeted

Critical roles filled

Reduce vacancy rates

2-4

Leadership Team

Recruitment

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(Yr)

Responsibility

Strategic Action

Outcome

Measure of Success

Diversity Strategy

Inclusive workforce

Improvement in diversity metrics

including a ‘women in the field’ program

Time (Yr) 1-4

Responsibility People & Culture

Priority 3: Workforce Capability and Leadership Time

Strategic Action

Outcome

Measure of Success

Capability Framework

Aligned workforce

All positions aligned and in place

1-2

People & Culture

Capability/Skill Improvement Plan

Skills and capacity development

Gaps reduced

1-4

People & Culture

Leadership Pipeline

Internal capability

Increase in successful internal recruitment

2-4

Leadership Team

Technical Capability

Future readiness

Training rates increase

1-4

People & Culture

Learning Culture

Adaptability

Engagement increases

Ongo ing

Leadership Team and HR Learning

(Yr)

Responsibility

Priority 4: High-Performance Culture and Employee Experience Strategic Action

Outcome

Measure of Success

Time

Salary Review and Reward Framework

Improved retention and engagement of current workforce

Engagement scores improve year on year

1-4

People & Culture

Flexible Work

Workforce satisfaction and greater retention

Increase in employee satisfaction scores

1-3

People & Culture

Wellbeing Strategy

Healthier workforce

Absenteeism reduced

1-4

Work Health and Safety

Culture Framework

High performance workforce

Increase in employee satisfaction scores

2-4

People & Culture

(Yr)

Responsibility

Clarence Valley Council | 17

Strategic Action

Outcome

Employee Voice

Trust and engagement enhanced organisational wide

18 | Workforce Management Strategy

Measure of Success

Time

Increase in employee satisfaction scores

Ongo ing

(Yr)

Responsibility People & Culture

Performance measures Measure

Target

Turnover

<10%

Critical roles with successors

Increase annually

Time to fill roles

Reduce each year

Training completion

>90%

Engagement score

Improve each year

Diversity metrics

Increase

Monitoring and evaluation The Strategy will be monitored through: 

six monthly Operational Plan reporting



annual workforce data review



staff engagement surveys and pulse checks



ongoing action plan tracking.

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