Workforce plan 2014 2017 adopted 27 6 2013

Moree Plains Shire Workforce Plan

2014–2017 1

Moree Plains Shire Workforce Pla

2

Table of Contents Executive Summary _____________________________________________________ 5 1. Integrated Planning and Reporting Framework and Local Government ________ 6 2. Considerations for Workforce Plan _____________________________________ 6 2.1

Aboriginal and Torres Strait Islander Representation __________________________________________ 6

3. Organisational SWOT Analysis _________________________________________ 9 3.1 3.2 3.3 3.4

Strengths _____________________________________________________________________________ 9 Weaknesses __________________________________________________________________________ 10 Opportunities ________________________________________________________________________ 10 Threats ______________________________________________________________________________ 11

4. Data Sources in Workforce Planning ___________________________________ 11 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.9 4.10 4.11 4.12

Local Government Benchmarking ________________________________________________________ 12 Organisational Hierarchy _______________________________________________________________ 14 Permanent Employee Educational Profile __________________________________________________ 15 Use of funded training places ____________________________________________________________ 15 Participation in non-traditional roles ______________________________________________________ 15 Participation in Employee Consultative Committees _________________________________________ 16 Employee Turnover Rate _______________________________________________________________ 16 Influences on Staff Turnover ____________________________________________________________ 17 Trends in use of Overtime ______________________________________________________________ 17 Unplanned Absences __________________________________________________________________ 18 Alternative forms of Labour _____________________________________________________________ 18 Wages verses rates income _____________________________________________________________ 18 What our People Value _________________________________________________________________ 19

5. Risk Management ___________________________________________________ 21 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.8

Moree Plains Shire Council Risk Management Plan __________________________________________ 21 Critical Roles _________________________________________________________________________ 23 Areas of identified risk _________________________________________________________________ 25 Knowledge Management _______________________________________________________________ 30 Succession Planning ___________________________________________________________________ 31 Retirement Intentions __________________________________________________________________ 35 Areas requiring Intensive Organisational Development _______________________________________ 36 Market Trends in Local Government Packages ______________________________________________ 37 Workers’ Compensation and Incidents ____________________________________________________ 39

6. Strategies for future Labour __________________________________________ 41 7. Overview of Internal Development _____________________________________ 42 8. Why invest in training and development ________________________________ 43 9. Strategies for the Future _____________________________________________ 43 9.1 9.2

Becoming an “Employer of Choice” _______________________________________________________ 43 Strategies Table _______________________________________________________________________ 46

Appendix A ___________________________________________________________ 57 Process of Workforce Planning ______________________________________________________ 57 Benefits Associated with Workforce Planning _________________________________________ 57 Workforce Development and Internal Integration _____________________________________ 58 Benchmarks and Standards _________________________________________________________ 60

Appendix B ___________________________________________________________ 61 The NSW State Plan 2021 ___________________________________________________________ 61 3

Appendix C ___________________________________________________________ 63 Implications of an Ageing Population ________________________________________________ 63

Appendix D ___________________________________________________________ 68 Skills Shortages ___________________________________________________________________ 68

Appendix E ___________________________________________________________ 69 National Skills Needs List 2013 ______________________________________________________ 69

Appendix F ___________________________________________________________ 70 The Department of Local Government (2006) Study into Local Government Skill Shortages 70

Appendix G ___________________________________________________________ 71 LGMA and Human Resources Findings ______________________________________________ 71

Appendix H ___________________________________________________________ 73 Skilled Occupations List (2012) ______________________________________________________ 73

Appendix I ____________________________________________________________ 74 Findings of Moree Skills Shortage Survey (2009) ______________________________________ 74

Appendix J ___________________________________________________________ 76 Community Overview: Moree Plains Shire ___________________________________________ 76

Appendix K ___________________________________________________________ 78 Aboriginal and Torres Strait Islander Population ______________________________________ 78

Appendix L ___________________________________________________________ 79 Influences on Employee Turnover ___________________________________________________ 79

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Executive Summary Workforce planning is a continuous improvement process which is carried out to ensure that an organisation has the right number of people with the right skills at the right place at the time when these are needed.

As it is “future directed” and takes into account the “big picture”, it can be termed a strategic process which prevents short term reactivity. The outcome of workforce planning is workforce development; ensuring that an organisation is able to move forward and adapt to the demands of continuous change.

Planning assists managers to be prepared for the known or predicted future, anticipate change and to allow decisions being made about the workforce to align with the overarching organisational goals. It provides key decision makers with a reference point when considering investment in various workforce strategies.

In laypersons’ terms, this planning seeks to answer two primary questions: •

“What will future staffing needs look like?”

•

“How will these be met?”

For information in relation to the process of workforce planning, please refer to Appendix A.

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1. Integrated Planning and Reporting Framework and Local Government In 2010 a new planning and reporting framework was introduced for NSW local governments to implement. This new reform replaced the Management Plan and Social Plan with an integrated framework which includes a long-term Community Strategic Plan, Delivery Plan, Operational Plan and Resourcing Strategy. All aspects must be reported on annually.

The Workforce Plan (WFP) is one of the three plans that comprise Council’s Resourcing Strategy.

These plans review the goals of the Community Strategic Plan (CSP) against the realities of what a Council and community can actually supply. The resourcing strategy is the point where councils assist the community by determining who will be responsible for the issues identified in the CSP. To fully integrate our planning, the CSP, the NSW State Plan 2021, the NSW New England North West Regional Plan and key agency plans will be fully aligned.

For information in relation to the NSW State Plan 2021, please refer to Appendix B.

2. Considerations for Workforce Plan In developing our WFP, it is necessary to consider the demographics of the community (and consequently, our workforce) and how this may impact on targeted workforce development.

Considerations include: 

the implications of an ageing population, please refer to Appendix C;



Skills Shortages, please refer to Appendix D;



the National Skills Needs List 2013, please refer to Appendix E;



the Department of Local Government (2006) Study into Local Government Skill Shortages, please refer to Appendix F;



LGMA and Human Resources Findings, please refer to Appendix G;



Skilled Occupations List, please refer to Appendix H;



Findings of Moree Skills Shortage Survey (2009), please refer to Appendix I;



Community Overview: Moree Plains Shire, please refer to Appendix J; and



Aboriginal and Torres Strait Islander Population statistics, please refer to Appendix K.

2.1

Aboriginal and Torres Strait Islander Representation

Moree Plains Shire Council is active in the ongoing commitment to the employment of Aboriginal and Torres Strait Islander people with representation across all levels and areas of Council. Moree Plains Shire Council can be identified as one of, if not the major, employer of community members who identify as being of Aboriginal or Torres Strait Islander (or both) descent.

Within Moree Plains Shire Council, 14.68% of the total permanent workforce identify as being of Aboriginal or Torres Strait Islander descent.

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As part of the development of our workforce and Council’s commitment to our internal Aboriginal Employment Strategy developed in 2010, Council continually seeks new ways to build skills to meet both future organisational and community needs. Indigenous School Based Traineeships (ISBT) are a key feature of Moree Plains Shire Council’s commitment to providing vocational training and employment opportunities to Aboriginal and Torres Strait Islander secondary school students. ISBT allows students to combine their year 11 and 12 studies with a nationally accredited qualification, while undertaking paid work with Council.

Salary subsidies provided by State Training NSW under the Elsa Dixon Program Aboriginal Employment Program (EDAEP) enable Council to recruit students in various Departments and since 2012, have seen placements at recognised highly populated Aboriginal communities of the Shire including Moree, Mungindi and Boggabilla. The aim of the EDAEP is to promote diversity, innovation and service responsiveness in the NSW workforce by reducing barriers to employment and improving opportunities for Aboriginal people.

As of March 2013, thirty one (31) permanent staff members identified as being of Aboriginal descent.

Current demographics as of March 2013 Under 30 31-49 Males 7 18 Females 0 3 TOTAL 7 21

50-59 3 0 3

60+ 0 0 0

TOTAL 28 3 31

Moree Plains Shire Council Aboriginal & Torres Strait Islander Staff Permanent Staff Members 0 3

7 Under 30 Years 31-49 Year 50-59 Years 60+ Years

21

7

Gender distribution amongst permanent Aboriginal staff is 90.32% male and 9.68% female.

30 25

25

24

20 Males

15

Females 10

Total

5

4

3 1

0

0 Permanent Time

Full

1

1

1

Permanent Part-Time

1

Traineeship

1

0

Apprenticeship

Demographics by Department – Permanent Employees Executive

Under 30

0 Corporate Services 0 Communications 0 Engineering 4 Planning and Development 1 Water and Waste 2

31-49

50-59

60 Plus

Total

1

0

0

1

3.23%

9

1

0

10

32.26%

2

0

0

2

6.45%

8

1

0

13

41.93%

1

0

0

2

6.45%

0

1

0

3

9.68%

In addition to its permanent workforce, Council provides a number of opportunities for community members to undertake employment for set periods of time. When including these employees, Moree Plains Shire Council employs a total of forty-three (43) staff who identify as being of Aboriginal descent. Our non-permanent staff members equate to 27.91% of our total Aboriginal employees.

The chart below identifies the distribution of Aboriginal and Torres Strait Islander employees across each department that includes staff that are classified as permanent, temporary, casual and school based traineeships and apprenticeships.

8

Moree Plains Shire Council Aboriginal and Torres Strait Islander Employees All employment types

9% 2%

7%

7%

COMMUNICATIONS CORPORATE SERVICES ENGINEERING 42%

33%

EXECUTIVE PLANNING & DEVELOPMENT WATER & WASTE

3. Organisational SWOT Analysis The following information is an overview of the organisation’s strengths, weaknesses, opportunities and threats in relation to its workforce. Detailed SWOT analysis’ were completed in sections and inform priorities within each area.

3.1

Strengths

•

Reputation as an organisation within Local Government sector.

•

New co-location of services within the MAX Centre.

•

High level of experienced and qualified staff.

•

Excellent Training and Development opportunities.

•

Use of funded training opportunities including School Based Pathways.

•

Strong relationships with key organisations such as regional universities, TAFE and Schools.

•

Proactive Human Resource activities to support employees.

•

Improved recruitment processes with high level of first round positive appointments.

•

Highly interactive with the community through mediums such as facebook.

•

Income generated through work such as RMCC contracts.

•

Proactive Aboriginal Employment Strategy.

•

Many multi-skilled staff.

•

High level of legislative compliance.

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3.2

Weaknesses

•

Intergenerational relationships and developing people skills to cope with generational differences.

•

Keeping up with changes in technology, industrial, legal and human factors which are impacted when change occurs.

•

Management of safety, performance and poor behaviour as a matter of priority across all areas of the organisation.

•

Time taken to review organisational changes to areas such as the Library Systems and implement effective responses.

•

Limited opportunities for career progression.

•

Positions at the top are not always seen as more attractive.

•

Lack of policies, procedures and manuals and central system of control of this information to guide employees.

•

Lack of commitment to on-boarding new employees across the organisation.

•

Increases in voluntary turn over.

•

Lack of clarity around priorities, and rapid changing of work priorities.

3.3

Opportunities

•

Make increased use of Community Service Orders, Volunteer, Student Programs to engage with Council and resource work demands.

•

To continue to develop as “one organisation” to improve service provision.

•

To use qualified staff in skill shortage areas to service other areas such as Building Assessments into growth areas such as Narrabri where supply for these services cannot be met.

•

To act as a regional hub for supporting smaller Council’s in areas such as Finance, Human Resources, and Communications.

•

Continue to develop regional services such as Road Safety and Weight of Loads, which are operating as regional agreements.

•

Engage more employees longer through provision of flexible, part time, working from home and supported work arrangements.

•

Engage more with the Aboriginal Community as a source of future employees.

•

Continue to work as a hub for attracting training and development opportunities and events to the region to include other Council’s and community/ business.

•

Ability to develop into Community Recruitment Service as opposed to Council recruitment service.

•

To develop the Dhiiyaan Centre into a cultural centre which can deliver language and history services and user pay requirements such as Cultural Awareness Programs to employers.

•

Down turn in development applications has allowed for use of skills in other areas of compliance such as improved health and environmental controls, and proactive programs.

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3.4

Threats

•

Investment and maintenance of equipment (such as plant and technology) versus resources.

•

Tendency not to resource projects to the level required to complete and use contingent workforces to allow flexibility to enable this.

•

Resources needed for large projects versus remaining budget and resources for all other work.

•

Overuse of overtime and the need to examine the reasons behind this.

•

Lack of trainees and career pathway development into Operational Works areas.

•

Ageing workforce and retirement intentions.

•

Managing the health and wellbeing of ageing workforce in manual labour areas.

•

Managing stress and psychological claims in high paced, changing work environment.

•

Skill shortages and market competition for experienced and qualified staff.

•

Tendency to under resource areas which support the workforce to run efficiently such as Communications, Human Resources, Finance versus the expectations placed on these areas.

•

Lack of child care options for after school and vacation care to allow full participation of families in the workplace.

•

Climatic demands such as floods.

•

Expectation management with the Community and the ability to deliver all that is requested through CSP process.

•

Lack of progress in Risk Management – including disaster recovery systems, business contingency planning, climate change and sustainability.

•

Staff burn out.

•

Resistance to change in the way Local Government operates.

•

Legislative restrictions placed on Local Government.

•

Ongoing cost shifting, compliance and work demands being transferred from other tiers of government (eg implementation of Parental Leave Scheme through Employer Payroll Systems).

•

Unknown factors in Local Government Reform Agenda.

•

Moree Artesian Aquatic Centre (MAAC) transfer has not been resourced for underlying business requirements such as Finance, Recruitment, Industrial Relations and no provision has been made for this within Council’s manpower budgets.

•

The ability to fund the high cost of on-going professional development points required to remain certified in many industries.

4. Data Sources in Workforce Planning There are numerous statistics useful for workforce planning, however, Payroll information only reflects current or “static data”. “Dynamic data” includes turnover rates, stability rates, work life 11

intentions and engagement data.

Other useful internal data includes retention and recruitment challenges, career development and training planning, projection of skills shortages, succession planning, critical and hard to fill roles.

4.1

Local Government Benchmarking

Since our initial Workforce Plan (2010), Local Government NSW has developed HR Metrics Benchmarking, with statistics and calculations generated through this process.

LG HR Metric Benchmarking Report 2012 – “Rural Councils” Metric

MPSC

Average

Median

Sample Size

Comments from last benchmark

Headcount

218

133

132

34%

Stable

Full time Equivalent Staff

209

123.4

115.55

34%

Stable

Voluntary Turn Over Rate (see notes)

13.3%

10.2%

8.9%

34%

Increased

Retirement Rate

0.5%

1.3%

1.3%

34%

NA last survey

Unplanned Absence – sick leave Unplanned Absence Rate Overall Unplanned Absences in Days per Employee (FTE) Overtime Hours Rate Excess Annual Leave Liability Rate Average Excess AL Liability Excess Long Service Liability Rate Average Excess LSL Liability

2.9%

2.9%

2.8%

27%

Significant decrease across all unplanned absences

3.7%

3.6%

3.7%

27%

AA

9.7

15.6

9.7

27%

AA

11.5%

3.9%

3.8%

28%

Increased

11.9%

14.7%

12.6%

34%

Stable

4.4

17.1

12.1

31%

NA last Survey

19.7%

24.4%

23.7%

34%

Stable

6.7

26.2

27.2

31

NA last survey

Lost Time Frequency

34.17

30.4

31.4

25%

Significant increase in this area

Lost Time Injury Severity Rate

20.25

20.2

15.5

28%

NA last survey

Lost Time Injury Incident Rate

7.66

6.1

6.2

31%

NA last survey

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Metric

MPSC

Average

Median

Sample Size

Comments from last benchmark

0.6

1.9

1.3

25%

NA last survey

3.3%

3.9%

3.3%

28%

NA last survey

2.1%

1.8%

1.7%

25%

Static

$1438

$1171

$1118

25%

Static

$1500

$1253

$1227

25%

Static

Staff receiving educational assistance (includes funded training)

44%

12.9%

10%

34%

NA last survey

Staff with a disability

1.8%

0.7%

0%

27%

Significant increase

CALD staff

1.8%

0.72%

0%

27%

Slight Decrease

Employer Claims Cost Rate Workers Comp Premium Rate L&D Investment as % of labour costs L&D Investment per staff member L&D Investment per FTE member

Age Demographics 18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0%

15 - 19 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 65 +

MPSC

3.2%

4.1%

8.7%

7.3%

9.2% 15.6% 14.7% 12.8% 10.1% 9.6%

4.6%

Average

2.3%

5.0%

5.4%

8.0%

9.5% 11.6% 15.6% 16.5% 14.2% 9.1%

2.9%

Median

1.8%

5.0%

5.1%

7.7%

9.6% 12.0% 15.4% 16.5% 15.1% 9.4%

2.5%

AGE MPSC age demographics compared to other rural councils

13

Gender 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%

MPSC

Average

Median

Male

52.3%

66.6%

67.8%

Female

47.7%

33.4%

32.2%

MPSC gender distribution compared to other rural councils

Aboriginal and Torres Straigh Islander Employees Median

Average

MPSC 0.0% ATSI

2.0%

4.0%

6.0%

MPSC 14.7%

8.0%

10.0%

12.0%

Average 4.45%

14.0%

16.0%

Median 1.4%

MPSC Aboriginal participation profile compared to other rural Councils

4.2

Organisational Hierarchy

General Manager Male (1) Directors All Male (3) Senior Managers (Grade 18 and above) Female (4) Male (6) Vacant (2) Aboriginal People in Senior Roles Director, Male (1) People with a recognised disability in Senior Roles Nil This continues the pattern of males in senior roles which is recognised nationally in Local Government.

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4.3

Permanent Employee Educational Profile

One qualification only per employee is counted relevant to Council position Highest Level of Education Completed Masters Males 2 / Females 2 Undergraduate Degree Total 19 Planning and Development 3 Engineering 3 Corporate Services 5 Library 0 Executive 1 Communications 1 Gwydir Day 2 Water and Waste 3 MAAC 1 As tendered as evidence to Council/ not all employees tender this information when not utilised in their current position.

4.4

Use of funded training places

Council continues to utilise funded training options to develop employees. In 2011-2012, training in the following areas occurred with 22 qualifications completed: Diploma Business Diploma Human Resources Diploma Children’s Services Diploma Management Certificate IV Local Government Operational Works Certificate IV Community Services Certificate IV Water Operations Certificate IV Local Government Administration Certificate IV Community Recreation Certificate III Civil Construction Certificate III Plumbing (TRADE) Certificate III Automotive (TRADE) Certificate III Water Certificate III Recordkeeping Certificate II Local Government This utilization of funded training allows a greater access to educational assistance and allows MPSC to comply with many elements of statutory compliance.

4.5

Participation in non-traditional roles FEMALES in non-traditional roles

Qualified Engineers Qualified Planners Qualified Accountants Works / Operations Qualified Mechanics

15

1 0 2 2 0

1 Temp Web Writer 1

Information Technology Risk Manager

MALES in non-traditional roles Administration Support

0 1 Trainee 0 0

Library Services Community Development Day Care

4.6

Participation in Employee Consultative Committees

• • •

Female/Male participation on Joint Consultative Committee is evenly distributed.

Slightly higher male representation is found in the Work Health and Safety (WHS) Committee.

USU remains the only associated (union) operating actively with delegates at MPSC. These are one male/ one female/ and one female youth delegates.

Note: Currently an Employee Consultation Group is operating to review proposed changes to the MAAC with the intent of developing a MAAC Enterprise Agreement. Representation on this group is dominated by female employees.

4.7

Employee Turnover Rate

A detailed account of permanent employees leaving MPSC is provided through exit interviews or resignation letters and is summarised below: Traineeship or Apprenticeship completed Leaving for family reasons Leaving due to ill health Leaving for new position or career Unknown reason Redundancy Retirement Dismissal Abandonment of duties Move location

2 4 1 11 5 1 1 1 1 4

*Total 31 employees with the remainder of turnover being casuals/ temps leaving or becoming permanent.

The level of staff leaving for a new position or career is demonstrating the competitive nature of employment opportunities and the need to invest in retention strategies. This level of turn-over has increased significantly since the previous workforce plan. Leaving for “family reasons” or “location” also demonstrates the high interconnectivity between work, family and community.

Understanding turnover is important and therefore, both quantitative and qualitative information is required. Exit interviews continue to demonstrate areas of improvement which relate to communication, leadership, time taken and lack of direction in decision making and consistency 16

with employee relation issues. Areas which rated highly were a safe working environment, good training and development opportunities, knowledgeable and supportive people to work with.

Avoidable reasons for people leaving can be addressed by an organisation through directed strategies. Avoidable reasons include leaving to find better pay or work conditions, or improved career opportunities, or to avoid poor treatment in a workplace. Unavoidable reasons include employees leaving for family reasons (such as schools or their partners work), illness or retirement (however the latter can possibly be delayed).

The cost of turnover via recruitment and loss of productivity should be redirected into retention strategies to minimalise avoidable turnover.

Other issues which impact on turnover include external factors where competition is higher than that which can be addressed internally.

Those who leave for unavoidable reasons including dismissal and redundancy do not normally feature in statistics relating to turnover.

4.8

Influences on Staff Turnover

Refer to Appendix L for further details.

4.9

Trends in use of Overtime Overtime cost and hours for Moree Plains Shire Council Year

Amount ($)

Hours

2010

1,659,019

41,386

2011

1,559,175

37,861

2012

2,023,135

47,020

Some employees are achieving up to 25% more in wages via overtime.

Concerns with this include: 

Industrial issues of standard wages



Skewing of salary system acting as a disincentive to develop into higher level roles



Inequity with uneven distribution of overtime



Risks such as Workers Compensation claims



Fatigue and accident/Risk Management



Penalty Rates and costs associated.

MPSC has experienced two significant flood events which are included in the above data, however, a significant use of overtime remains the most significant HR metric to be examined and understood by the organisation.

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4.9

Unplanned Absences

The average figure for unplanned absences tells little about the pattern of absences and proactive management of these issues. In the previous WFP cycle MPSC developed a “who’s carrying the load” strategy with promotional materials, and education of employees and supervisors.

Through more direct and proactive management of this issue, MPSC has produced a significantly lower than the “average” rural council statistic. Further reductions are being made by incorporating workplace flexibility which allows for example administrative staff to have children with them for short periods of incidental time (for example before and after school when the normal carer is ill). Another form of flexibility has been provided through working from home options when dependent children are sick.

A strong demand for before/after and vacation care childcare to support attendance at work is coming from information gathered in the workplace. This mirrors the demand being voiced by the community. The advantage of providing options will be greater gender equity, lowering of unplanned absences, and varied working hours.

Council continues to offer proactive health strategies which aim to keep employees health and therefore productive. These include quarterly health related newsletters, annual flu immunisation, other forms of immunisation relevant to positions and various programs such as Jump Start for weight loss by working with Barwon Division of General Practice.

4.10 Alternative forms of Labour Moree Plains Shire Council is currently underutilising available labour via sources such as work/employment programs, community service orders, volunteers, funded job placements. All of this labour could be utilised to complete basic community projects whilst generating future skills for council and the community.

The missing link in the past has been the ability to provide supervision to such projects to comply with safety and to transfer skills.

It is a great benefit to Council to utilise wherever possible our own skilled workers and underpin their work with support and assistant roles. Moree Plains Shire Council is currently fortunate to have a very high employee skills profile but these are often utilised for less value adding tasks.

4.11 Wages verses rates income Our large geographical area, the increasing demand for Council services as identified through the CSP and the level of compliance demanded by legislation and other tiers of government continually place strain on the demand for labour. This graph demonstrates MPSC Rate Pegging in comparison to the budgets established for salaries over time.

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Figure 12: MPSC Rate Pegging/Salary Budget Increases Note: this figure reflects budgets salaries as opposed to actual salaries which is considerably higher.

4.12 What our People Value In 2011, MPSC conducted its first whole of Council employee satisfaction survey.

•

133 Employees completed the survey either electronically or on paper.

•

90% of respondents agreed MPSC “is a good organisation to work for”.

•

43% of respondents felt that a reasonable time to work for Council was “over 10 years”.

The top four motivators were: •

Personal satisfaction

•

A challenging job

•

Doing the best for the community

•

Job security.

Overall our areas of strength included: •

Training and Development

•

Family friendly, flexible workplace where people can achieve a work-life balance

•

Within teams most people were happy and worked well with their managers 19

•

Most employees shared Council’s core values however could not articulate the formal organisational goals, missions and values

•

Safety being highly valued especially by “outdoor” workers and equipment is excellent with the exception of plant

•

Being a good employer and valuing diversity was a highlight

•

Job security is important and people feel they are paid accurately and on time.

Our main areas of improvement are: • • • • •

Need for reliable plant.

Internal communications needs to be improved and this is particularly important for people who do not have computer access.

Need to measure performance and accept feedback to even the workload and to stamp out poor behaviour.

Better development of KPI’s and boundaries of roles/responsibilities annually was highlighted.

Full implementation of systems is required to make the most out of this investment.

With regards to leadership the following areas of improvement were requested: • • • • •

Working as one cohesive team as opposed to separate competing departments.

Being more in touch with people and accessible ready and able to make timely decisions.

Communication with all people within the organisation.

Walk the talk.

Ensure benefits are equally distributed across those who earn them (eg access to overtime).

Overall the recipients saw more need for improvement in areas other than their own work area.

There were many reasons why employees thought they might leave Moree in the future and these included education, health, ageing family, cost of living and entertainment.

While mining for example was noted as a possible competitor for labour, people did not rate remuneration as the top reason for considering a change of jobs. Work-life balance, access to childcare, packaging of salaries (particularly housing), and continued training and development were more often the reasons underpinning this decision.

Employee’s rating of internal service provision:

20

In 2011 MPSC commenced its employee recognition awards which complement the annual service awards.

Employees are now recognised across the following areas: 1.

2.

3.

4.

5.

Internal Customer Service (nominated by peers) Professionalism x 4 awards (nominated by peers) System Improvement (nominated by Managers and decided upon by General Manager) Top 10 Projects External Customer Service Awards (nominated by external customers)

In 2011 Injury Management achieved the system improvement award, and in 2012 Customer Request Management (CRM) implementation in the Planning and Development Area won this award, with Recruitment being highly commended.

5. Risk Management 5.1

Moree Plains Shire Council Risk Management Plan

In 2009 MPSC completed its Initial Risk Management Plan which involved consultation with all levels and areas within the organisation. Risks to the overall viability of the organisation were prioritised in no particular order: Employees (Our People) 

Presenteeism (working when sick and unproductive/infection control and aggravation of illness or injury/ lack of succession planning/ accumulation of excess leave liability) 21



Absenteeism (unreliable workers, unplanned absences, unhappiness in workplace)



Productivity (measuring productivity rather than attendance, remuneration with productivity in a strictly controlled environment, levels of supervision, quality of supervision, use of automation)



Skill Shortages (Sufficient supply of right skills at the time needed, Diversity of skills needed

by Council, Access to external skills sources, need to develop feeder programs, develop and keep current workforce, market competitiveness, alternate labour such as hire/contractor, turnover and knowledge management, patterns of turnover and retention in various roles)



Workers Compensations (Cost of injuries both human, productive and financial/ health and well- being, WHS preventative strategies)



Injury Management (control of cost of claims, damage done to ethos due to injury, team and supervisory issues, suitable duties, quick return to work or deployment)



Aging workforce (identification of areas where deterioration is occurring, review work designs, automation, strategies for extending working life, retirement intention)



Industrial unrest (employee relationships, dealing with unrest quickly and effectively, communication, good training and development in interpersonal skills, relationship with Unions and peak bodies, use of agreements in areas required)



Lack of affinity with organisational identity (alignment of personal values with organisational values, respect and affinity with leaders (elected and employed), communication, events and celebrations, knowing role, feeling valued, team building, inclusive work practices, change management and clear identification of required outcomes).

Climatic Fluctuations 

Floods



Droughts (particularly in relation to Agricultural dependency)



Heatwaves



Windstorms



Global Climate Change and decline of other industry in Moree.

Population Changes 

Change in demographics of the Shire



Decline in population



Aging



Social behaviour (crime).

Legislative compliance 

Increasing Liability – internal and external



Increasing need to review risk management and business continuity.

22

Information Management 

Access and security of systems



Privacy (links to breaches in legislation)



Loss of information through disaster, system failure or lack of knowledge management



Changes in systems unable to be sustained (links to age of assets).

Financial Viability 

Age and condition of assets



Revenue versus Income



Increasing costs (insurance/inputs)



Loss of major contracts (Roads and Maritime Services) or sections (Water and Sewer), or changes for example ratios and qualifications in Day Care.

These identified risks appear to align with initial information gathered from the community consultation and as such will inform workforce resourcing into the future.

The current risk management plan will be reviewed again in the next cycle of workforce planning (commencing 2013).

This current plan has not been holistically implemented due to the Risk Manager position being unfilled for the majority of the last WFP. Due to changes in workplace structure this role has been absorbed into another positions portfolio which has been refocussing on this work over the past 12 months. This includes the re-establishment of the Risk Management Advisory group, implementation of the Contractor Information Management System by Statewide, visits by the Statewide Regional Risk Manager, and internal audit and review processes. Concerns to be addressed; is the lack of integration of risk management into Council decision making and processes such as overall project planning.

5.2

Critical Roles

Identification and planning for critical roles is an important risk management strategy.

A critical role is one which is crucial for the achievement of the organisational goals. A vacancy in a critical role will have a significant tangible impact on the ability of the organisation to deliver outputs, achieve milestones, or meet budget requirements. A lengthy vacancy, under-performance, or high turnover in these roles, are “worse case scenarios”.

As organisations change, different roles will become more or less critical. Indeed the critical roles of today may not even exist in the future. Therefore, identification of the meaningful life cycle of the role as being critical is also important.

As MPSC provides a diverse range of services to the community, critical roles will vary with services provided. For example the Authorised Supervisor of Gwydir Day Care (GDC) must hold certain qualifications and experience even though there are many trained and experienced staff within the service. Without this role being filled to a level which satisfies the Department of Community Services the service would not be able to operate. This however would not critically threaten the continued overall operations of Council as GDC is not for example a major source of 23

income. It would, however, change Council’s ability to commit to the provision of childcare services as identified in the CSP. The complexity and uniqueness of a role will also often lead to it being identified as critical.

The more multi-skilled a workforce becomes the more it is able to level out the ebbs and flows of critical roles being vacant. In addition, good knowledge management practices will assist in transitions.

Critical Functions within Council include: Professions where both qualifications and extensive experience are required, which impact across Council and where external services cannot be easily accessed and are affordable to back up the internal services. This includes Senior Civil Engineers, Planners, Accountants, HR and Business Development and Management, Risk Management, Community Development and Building and Health Surveyors. As noted above, the General Manager and Directors are included in this listing.

Early Childhood Teachers and Librarians are critical for their section of the organisation.

All of these areas require a long lead time to fully develop.

Our geographic remoteness from other Local Government (LG) areas often prevents resource sharing in some of these sectors which may otherwise be considered. In addition MPSC has a higher compliment of human capital in these areas than most if not all adjoining LG areas. Indeed Council may find itself potentially in a position to employ more permanent people as our trainees complete their development and contract this out to other Shires, hence allowing for income and a potential increase in specialist wages.

When accounting for the cost of replacement - both real costs, such as time taken to select and recruit a replacement and advertising, and opportunity cost, such as loss of productivity, it is routinely estimated that 150% of the employees remuneration package. That is for the replacement of an employee valued at $80,000 without on-costs the real cost to Council will be around $120,000.

Other factors such as other workers completing overtime also need to be considered. For senior positions using external recruitment agencies consulting fees are around $13,000 without advertising, costs of travelling to interviews and alike.

Unfortunately due to the size of MPSC careers may be limited with few positions vacant and available as people progress towards holding such experience and seek promotion. MPSC strongly commits itself to allowing people to act in higher roles and gain experience and additional wages when the permanent incumbents are not available to utilise and further reinforce this skills development but also give opportunities to experience such roles. Alternatives include taking experienced and qualified staff out of daily operations and placeing them into special projects, such as the Special Rates Variation, and allowing secondments or sabbaticals.

Significant roles include: Expert plant operators, good supervisory/management staff (at front line level), trades areas including mechanics, plumbers and building maintenance and trained water/ sewer operators.

Overall there is a high demand for good leadership skills regardless of roles.

Skills development in the trade areas has been a feature of the past 4 years with school based trainees or apprentices being implemented. In addition, graduate employment programs have 24

provided post apprentice and trainee pathways for many skills areas which MPSC has been targeting.

5.3

Areas of identified risk

Regional Library - the turnover of qualified staff and a separate culture from the organisation has continued to be problematic and costly. A full review from the State Library was completed in 2012 and most recommendations from this review will be implemented from 2013. The cost of library services must also be examined in response to the community’s valuing of this function compared to other priorities.

Improved Performance Management - The annual performance management training is also being followed up with coaching which occurs following the training and the return of investment is being measured through learning transfer. It is significant for MPSC to ensure that all people vested with the responsibility of managing others have the skills to do this effectively to avoid industrial disputes and pull up poor work behaviour or ineffective performance.

Local Government Reform and the Future (extracts taken from Better, Stronger, Local Government 2012) – Local Government is currently undergoing a significant review to examine the best way forward for a sustainable future. Currently councils employ over 50,000 in NSW and expend over $10 Billion Dollars a year. Over 50% of NSW Councils however appear to be financially unsustainable with MPSC recently receiving its report card and rated as “moderately sustainable”. Most councils are heavily dependent upon grant and on off revenue for capital purchases and maintenance (Allan Report, 2006).

The annual publication of Comparative Information on NSW Council’s provide some data on costs and a number of council’s undertake customer satisfaction surveys, but without a standardised method. No work to date has been completed on efficiency benchmarks.

Cost of service delivery varies considerably including location, council size, capacity to access economies’ of scale and scope, and the costs associated with factors such as attracting and retaining suitably skilled staff or indeed whether it can attract staff at all. Skills shortages and ability to pay competitive wages are identified as a major risk to councils especially those who are rural or remote, with the exception of those with populations of 20,000-60,000.It is now recognised that workforce development requires a much higher priority. Aside of this, it is recognised that there is a major under investment in areas including information management, communications, asset management and customer service. The ability to share staff and resources also becomes less viable with large geographic distances.

Councils need to harness the skills and resources from across their communities and engage them in community sustainability. Rural and remote councils below population levels of around 20,000, west of the Great Dividing Range are expected to continue to experience population decline. This is with exception of some rural centres which are attracting tree change migration and their commuter areas, and those who are being boosted by other economic factors such as mining.

The Review Panel is examining different forms of consolidation and their comparative attributes below: Attributes Efficiencies and Economy of Scale

Amalgamation Strong link

Boundary Change Potentially strong link subject to size, disposition

25

Shared Services Strong link

Regional Collaboration Weak link

Attributes

Amalgamation

Boundary Change of reshaped councils As above- benefits will flow to larger new councils

Strategic Capacity

Strong link

Service Improvement and Innovation

Strong link

As above

Potential Diminution of Local Democracy

Risk but can be managed

Some risk depending on nature of new councils – can be managed

Shared Services

Potential medium strong link subject to organisation structure and governance Strong link (but limited to those services that are effectively shared) Risk where shared services are extensive and decision making is ceded to joint authority – may be difficult to manage

Regional Collaboration Weak link

Potential link subject to nature and scope of collaboration Little or no risk

The Discussion Paper “Future Directions” will be published in April 2013 with the panel’s conclusions and the likely shape of its recommendations to Government. From early April there will be another 2 months of consultation with the review panel visiting regional areas.

MPSC strives to continue to deliver services in a way that will meet the future challenges and place it in a strong position for the future, whatever form this takes.

Gwydir Day Care -is the only community based day care service operating in Moree. On 2 July 2009, the Council of Australian Governments (COAG) endorsed the National Early Childhood Development Strategy- Investing in the Early Years which is impacting upon this centre.

In jointly developing the Strategy, the Australian, state and territory governments have signalled their intention to take a leadership role in early childhood development now and into the future.

The National Quality Framework will set a new National Quality Standard for early childhood education and care providers in Australia. The National Quality Standard will improve quality through: -

Improved staff-to-child ratios to ensure each child gets more individual care and attention

-

New staff qualification requirements to ensure staff have the skills to help children learn and develop

-

A new quality rating system to ensure Australian families have access to transparent information relating to the quality of early childhood education and care services. The establishment of a new National Body to ensure early childhood education and care is of a high quality.

The staff-to-child ratios, listed below, will be put in place across Australia.

Long Day

Age group

Staff-to-child ratio

Birth to 24 months

1 staff member to 4

26

Current

Timeframe for

Staff-to-child ratio

compliance

1 staff member to 5

1 January 2012

Care and Preschool

children

children

1 staff member to 5

1 staff member to 8

children

children

36 months to school

1 staff member to 11

1 staff member to 10

age

children1

children

A proportional formula

The ratio defaults to

will be applied based on

that of the youngest age

the above ratios

group present.

25 to 35 months

Mixed age groups

1 January 2016 1 January 2016

1 January 2012

A staff-to-child ratio of 1:10 for children 36 months to school age will be retained in New South Wales, Western Australia and Tasmania where this ratio currently applies, instead of 1:11 under the National Quality Standard.

Another key change under the National Quality Standard is the introduction of new requirements for early childhood education and care services to have more highly qualified staff. The following qualification requirements for staff will apply: By 1 January 2014: 

An early childhood teacher will need to be in attendance all of the time when long day care and preschool services are being provided to 25 children or more.



Within each long day care centre or preschool, half of all staff will need actively working towards) a diploma-level early childhood education and or above, and the remaining staff will all be required to have (or be towards) a Certificate III level early childhood education and care equivalent.

to have (or to be care qualification actively working qualification, or

By 1 January 2020: 

A second early childhood teacher, or another suitably qualified leader, will need to be in attendance at least half of the time when long day care and preschool services are being provided to 60 children or more

Under the new National Quality Framework Council will be required to reduce the number of places it offers in it babies room by 4 places in 2012 and the number of toddler places by six (6) in 2016. This represents a loss of approximately $58,000 in revenue in 2012 increasing to a loss of $157,500/yr by 2016, these (figures include CPI but are based on current fee’s). *As our current training standards exceed those outlined by the new Framework it is envisaged the new qualification requirements will have no additional financial impact on our daycare service.

Fee increases are being reviewed and implemented in line with the required changes to ensure the centre remains financially viable.

In addition, a review on 11 April 2013 saw Council approve a new salary structure for the GDC staff to ensure that it remains competitive within the wider skills market. Due to Council’s excellent training regime any lag behind external Awards would have created the likelihood of MPSC training staff and then losing them to higher paying centres. As there is a National Critical 27

Skills Shortage in early childhood there is little alternative to investing in staff training and development. The salary changes will see GDC employees roles, qualifications and responsibilities become more aligned with the relativities in the remuneration of other Council employees. Prior to this, GDC Assistants were for the lowest paid workers in MPSC salary structure.

Gwydir Day Care and Employees at MPSC A strong link between the ability to salary sacrifice (pay pre-tax) day care fees for MPSC employees accessing this service has been identified. It has aided in the retention and early return to work of employees following the birth of their children.

MPSC employees express a desire to increase the alignment of family services and work for example afterschool care as being a major attraction and retention incentive.

Moree Artesian Aquatic Centre (MAAC) In 2010 Moree Council resolved to work towards a new model of management for the MAAC following the redevelopment of this site. The reason for the change in governance was based on the need to finance the work completed which is aimed at reinventing the MAAC as an international tourist location and focus attention on Moree as the spa capital of Australia.

Early in 2013 the Minister for Local Government gave approval for the management of the MAAC to be governed by a company limited by guarantee and at the time of writing this report an interim board has been appointed, with the establishment of the company being completed.

During the first half of 2013 the recruitment of the Company Executive Officer (CEO), redeployment of existing staff and recruitment of the larger organisational structure is scheduled to be completed.

Community Engagement in Employment Expectations voiced by the community for programs to be accommodated by MPSC such as work for the dole, community service orders, student work placements, and indeed our own pathway to work programs cannot be sustained without designated funding and a suitably experienced supervisor. Taking people out of operational areas to support these programs negatively impacts on Council’s current delivery programs however in the long term new skills must be generated for MPSC to avoid future disruption and for the community. Such programs are therefore very important to workforce planning.

Centralised Recruitment Over the previous WFP cycle MPSC has moved to a centralised recruitment function managed under the Human Resources Section. This has allowed for greater efficiencies to be gained in terms of processing vacancies, consistency in standards applied to the process, reduced advertising and external recruitment costs, and reduced appeals. The list of vacant positions at any given time within the organisational structure has dramatically reduced.

The use of on-line recruitment has been fully operationalised across approximately 80% of positions with the further 20% to be converted by the end of 2013. Bi-monthly sessions are offered to the public in relation to applying for positions with Council. These sessions are promoted in Moree, Boggabilla, and Mungindi and with the Job Networks.

28

With the commencement of the Aboriginal Employment and Career Pathways Coordinator in 2012, these sessions will be offered in conjunction with other services in the community.

Number of jobs advertised and filled 2011 – 27 advertised, 24 filled 2012 – 57 advertised, 54 filled Number of internally filled positions 2011 = 6 positions 2012 = 12 positions 2013 = 14 positions Turn-around times

Corporate Services Communications Water and Waste Engineering Executive Planning and Development TOTAL

Total Number of Positions Advertised for 2012.

13 4 8 34 3

Average total of days between position closing and cull mtg.

1.92 2.50 1.00 3.56 6.33

Average total of days between cull mtg. and interview being held.

6.69 5.00 7.13 6.00 6.33

Average total of days between position closing and commencement date.

21.62 19.00 21.00 18.85 19.67

4 66

1.75 2.88

10.00 6.47

11.75 19.27

Use of External Recruitment Agencies 2011 = 2 (Services Engineer and Assessment Manager) 2012 = 1 (Director of Engineering Services) 2013 = Nil to date.

Cost of advertising compared to previous years Year 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Amount $ 124,878.88 $ 62,418.19 $ 138,108.05 $ 134,110.92 $ 107,644.65 $ 65,270.47 $ 91,619.08 $ 43,881.49 $ 48,603.91 $ 58,505.77 $ 63,982.04

29

2011 2012 2013

$ 116,608.22 $ 70,511.77 $ 55,838.28

Number of employees appointed that did not complete their probationary period (First 3 months) 2011 = 1 due to resignation taken on another position 2012 = 2 - 1 due to resignation taken on another position and 1 due to dismissal/termination 2013 = 1 due to resignation Implementation of Customer Request System (CRM) The CRM system has been rolled out through the customer service area and the new one stop shop at the front counter at the Max Centre. This system allows for improved tracking of requests, response times, and resolution of complaints across Council.

The system has also been utilized within various areas including Planning and Development and Human Resources to create coordinated workflows to ensure that processes are followed fully and efficiently where various officers are responsible for their part of the whole process.

The system will have the ability in the future to provide workload data and a review of where resources are required, or conversely can be better utilised. In addition Council will be in a solid position to use this data to decide on priority of work and meeting community expectations versus the real cost of delivery.

Development of Asset Management Team In 2012 MPSC recognised and resourced the need to move forward on Strategic Asset Management. The newly formed team includes a Manager, Technical Officer and GIS Officer. The development of the Strategic Asset Management Plan 2013 is the first major strategic document which will inform the future resourcing requirements for MSPC assets into the future including workforce implications.

Implementation of Executive Projects Management In 2013 the Position of Executive Projects Manager was approved by Council to ensure that leadership and coordination is provided to major strategic projects such as “The Gateway Project� is achieved via interdepartmental input. This position commenced in May 2013 and will fall within the Economic Development sector.

5.4

Knowledge Management

The term is often confused with information management however, the two are closely linked.

Knowledge management more specifically relates to a system or framework for managing the organisational processes that create, store and distribute knowledge, as defined by its collective data, information and body of experience. This exists not only in the information stored but in the skills and knowledge within employees and between employee networks with the community.

A knowledge base is the defined accumulation of an organisation's internal set of best practices, past issues or problems and their resolution, product and process data, and any other information that can be used as a basis for analysis and training. It is organised into meaningful categories and 30

provides access methods to query and report the elements of the knowledge base. Hence allowing the organisation to reflect and learn from past experiences and avoid re-doing tasks.

Many areas of Council have documented and recorded information with regards to how processes are performed e.g. contact directories. Everyday information within an employee is routinely only transferred person to person. MPSC has emphasised the importance therefore of ensuring positions are filled during absences and opportunities to work across roles occurs. This in practise is informally attempting to transfer such information across employees.

Council has many knowledge based workers. That is their primary function is to research, collate, analyse and review information for learning and decision making (for example development applications, budgets, road designs, social impact assessments, crime prevention planning, economic development strategies, workforce planning) and these workers themselves do not routinely implement the work(eg build the building or the road). Due to the reliance on knowledge workers it is very important that people continually are available via succession planning to learn these roles to avoid loss of knowledge in the event of the loss or absence of one of these workers.

Of course manual workers also retain knowledge of a different type but the complexity and impact of this knowledge is normally less significant to an organisation and easier to replace.

Council has implemented a Communications Department which is now responsible for information and records management. Several new systems have been implemented to support this including a Customer Response Management System (CRM), Intranet and Total Records Information Management (TRIM).

These systems along with the use of devices such as iPads, working from remote locations, and the rise of social media have created a need for rapid development of skills, policy and change management processes.

It is expected that in the next WFP cycle these changes will commence to impact significantly and Council there will need to be the continued investment in resourcing technology and training in the effective use of technology.

5.5

Succession Planning

Training in succession planning was provided to Managers twice in the past 8 year cycle and will cycle with each round of workforce planning. This includes increased awareness and skills development in relation to management of overtime, absenteeism, fatigue, performance, industrial relations and other workforce management issues.

Templates are provided annually for the completion of employee training and development plans however funding for Step 5 employees was withdrawn by Council in 2004 and this has become a barrier to on-going development in areas other than statutory training.

Educational assistance programs have been developed in response where applications for further development are received annually and funded out of a limited pool of money managed within Human Resources. Employee consultation however indicates that having to pay up front and be reimbursed upon completion is a disincentive and is not affordable for all.

Experience via results has shown many more employees successfully complete training when completion is required in order for reimbursement and time taken in dispute resolution and debt 31

collection has been minimalised. In addition, significant transfer of information is required to assess genuine hardship.

Moree Plains Shire Council has committed to developing the future workforce through the following strategies.

Currently MPSC has School Based Traineeships and Apprenticeships operating in the areas below: Traineeship Area Library Library and Information Services MAAC MAAC Customer Service Officer Planning and Development Building Construction Officer Mungindi Pool Community Recreation Mungindi Pool Community Recreation Mungindi Customer Service Officer Water and Waste Apprentice Plumber

Traineeship Type

Indigenous

Certificate II in Local Government

Yes

Certificate II in Retail Services

No

Certificate II in Construction

Yes

Certificate II in Community Recreation

Yes

Certificate II in Community Recreation

Yes

Certificate II in Local Government

Yes

Certificate III in Plumbing

Yes

Note: In 2012 MPSC was successful in achieving 6 out of 6 funding grants for fully funded Indigenous School Based Traineeships.

Area Gwydir Day Care

Information Technology Planning

Comments Overall good succession planning and adherence to training plans. Implementation of a full time trainee and a review of an Indigenous SBAT occurring.

Scholarship offered through Charles Sturt University has been filled and recipient is completing her field work with GDC. Has completed a full term of SBAT in 2013.

Further development of this section is a significant issue for MPSC in the next WFP cycle.

Has a high level of succession planning occurring with internal staff understudying more senior staff and completing formal training up to Degree level.

Bachelor of Urban and Regional Development Scholarship with UNE was granted in 2013 to a year 12 32

Area Building

Comments student from Moree who will be completing field placements and vacation employment with Council.

One full time trainee will complete full studies in 2013 and is likely to continue through the graduate employment program.

A new trainee will then be recruited.

Building Maintenance

Plant Operator Trainees

Works Section

Water and Waste Water

Review of funding available for Indigenous Cadets is also being considered.

First School Based trainee has commenced in 2013 with succession planning in this area being of significant importance due to ageing workforce.

Were removed from Manpower in 2012, however, this is an area of concern with regards to skill development.

Good adherence to CIII and CIV level training, however, more skill development is required for underpinning supervisory roles and specialist plant operations. Time off the job to invest in this skill development remains problematic with demands created by maintenance schedule and events such as floods.

MPSC has been involved in a significant industry study and a large amount of work has been completed in this area. The full regional review has found that MPSC is well developed in comparison with most surrounding Councils.

It is noted this is a critical area for public health that requires operators to complete a significantly higher level of technical training that than perceived in the public. For Moree to remain as a leader and a central hub in the event of future alliances our development work must continue.

The studies also demonstrate that there is a huge undersupply of skills within this industry on the northern coast and rural councils are continually combatting with more desirable locations and higher paid work roles.

There is also the consideration, which MPSC supports to convert the current CIV training into a Trade Qualification to make it more attractive to future potential applicants.

In 2012 a focus on the implementation of trainees and school based trainees commenced to ensure that as older workers move to retirement we are able to recruit the 33

Area

Comments skills required in an area of significant skills shortages.

This continues into manpower adjustments proposed for 2012/2013.

MPSC completed one plumbing apprenticeship and has commenced a new school based plumbing apprenticeship.

Engineering

MPSC has almost completed the training of 2 full time trainees in this area and offered vacation employment and a scholarship in this area. In addition, 3 employees have completed studies to Diploma level in Civil Construction Management. Council has also recently employed a final year student into the Asset Management section of Council.

The Asset Management Team that did not appear in the last WFP cycle is now fully staffed.

A University New England (UNE) Bursary has been provided to support a new trainee at UNE who will become a full time trainee from 2013.

Currently the Southern Queensland University (SQU) Traineeship is vacant with our first recipient graduating this April.

Business Service Areas

Finance team has a variety of employees studying internally at different levels and benefiting from the experience of more senior staff within the section. The size of the team allows for training to be completed from CIV to CPA levels.

HR is a small section but has supported a Brolga Student in 2012 and will review the possibility of a second SBAT in 2013. The merging of all functions within the HR team into HR officer roles with their own area of specialisation has allowed for good cross skilling with each officer in this section able to complete the functions of one or more of the other officers.

Library Services

Acceptance of formal training has improved in the past WFP cycle with many current employees being enrolled in funded training.

A school based traineeship has been completed with a further traineeship commencing.

A full time traineeship ceased prior to completion with a new occupant commencing.

34

Area

Comments Overall the large number of vacant positions and temporary appointments has meant that investment in training has been problematic.

This is especially true of Northern Cooperative Staff with zero permanent positions currently being filled.

There are employees within the currently library system with a relevant Library and Information Services Qualification higher than CIV.

Remote Locations

Moree Community Library supported a Brolga Student in 2011, 2012 and uses regular volunteers.

MPSC has implemented both trainees and school based trainees into the Boggabilla and Mungindi work areas.

The focus within Boggabilla has been placed on making opportunities available for Aboriginal Career Pathways in line with ITEG and local community planning priorities.

Currently MPSC supports work in the Water and Waste area into Ballone Shire whilst we utilise additional support from Goondiwindi Regional Council in the provision of services to Toomelah.

The Northern Area Office is continuing to provide a location for interdepartmental service provision from all tiers of government and NGO’s. It appears as a stable presence in a community with many services entering and exiting the location.

A review of the Mungindi Office operations is scheduled for the next WFP cycle.

In addition further cross departmental work within Council will be significant to multiskill officers working in these locations across functions to allow for back up support as opposed to having to supply staff from Moree.

5.6

Retirement Intentions

In 2013, MPSC surveyed its workforce to review current retirement intentions. Sixty-eight people responded to this survey. The results are listed above indicating 68 people expect to retire within the next 10 years. Of particular interest are the intentions of 14 people who are planning retirement in the next WFP cycle. As listed previously predicted workforce participation is lengthened for most respondents if able to engage in part time work or flexible work arrangements.

35

With ageing workforces many injuries in the workplace can be connected to deterioration or

Retirement Intention Less then 2 Years 3%

Between 2 & 5 Years 18% Have not thought about retirment yet 38%

5 to 10 years 19%

More the 10 years 22%

aggravation through years of manual work and the demands this places upon the body.

Mechanical lifting is one area which has been exploited well in the Water and Waste Section to minimise this risk and will need to be considered more broadly. This will continue to be an area of concern for all Council’s with large outdoor work crews with claims for issues such as sun exposes now filtering through. Literature in general, however, demonstrates that older workers routinely consider the consequences of their actions more thoroughly and are less likely to take risks than younger workers.

5.7

Areas requiring Intensive Organisational Development

Through consultation, the following areas will require significant resourcing and development: • • • • • • • • •

Pathway or feeder program developing work ready casuals and temps for areas including labourers and administration support, Superintendent School – to allow for succession planning for Superintendents and Ganger level roles in Works Operational Area, and Water, Waste and Waste Water, Plant Operator School and plant refreshers, Continue to develop trainees in Boggabilla and Mungindi, Develop improved communications and understanding across the different generations within the workforce, Improve internal communications and ensure that the communications loop is completed with employees, Continue with Drug and Alcohol Management Program, Continue to implement WHS changes, Monitor the improvements made in unplanned absences to ensure this does not lapse, 36

• • • • • • • • • • • • • • • • • • • • • • •

5.8

Continue with Cultural Change program in reviewed format, Continue development in leadership and performance management and advocate for the implementation of annual performance reviews for all employees, Review of engineering out high risk processes causing on-going manual handling programs, Greater focus on integration of risk management into all aspects of Council operations, Implementation of internal self-help functions like employee kiosk for payroll enquiries, Capacity to deliver more flexible on line learning, Improved tracking of KPI performance through our electronic systems, Strengthen the relationships with Schools, TAFE and Universities, Increased responsiveness to management of poor behaviour and grievances at all levels, Review of Privacy Management Plan, Review of Risk Management Plan, Review of Equal Employment Opportunities (EEO) Management Plan, Benchmarking and review of Aboriginal Employment Strategy, and implementation within MPSC Reconciliation Action Plan, Continued progress with data capture systems to provide information for ROI, benchmarking, customer service levels and similar, Work areas to review operational manuals for new staff to follow, Annual departmental updating of Safe Working Method Statements and safety guidelines, Continue with internal audit program and improvements, Implementation of sustainability into all areas of training, Improved safety management systems for evacuations, Complete Business Contingency Plan, Address reliability of plant, Implement mobile technology to support remote workers, Investment into information technology systems and training.

Market Trends in Local Government Packages

MPSC participates in the LGNSW (former LGSA) remuneration survey, the LGNSW General Manager remuneration survey and the Australian Centre for Excellence in Local Government Census (2012). The information below is significant when seeking to attract and retain experienced and qualified people in our senior roles. Currently MPSC is not offering competitive salaries in most areas listed below.

Information contained below comes from MPSC participation in the Local Government Remuneration Survey (2013).

General Manager (CEO) of Large Rural Council The average income for General Managers in this group was $216,485, with a range from $184,250 to $238,563. The General Manager of MPSC currently receives a package in the lowest 20% of this range.

Corporate and Community Services 37

MPSC does not have a Director of Corporate and Community Services with these functions being split across Corporate Services and Planning and Development.

The average income for a Director in this group is $169,495, with a range from $140,256 to $198,665.

The current package for the Director of Corporate Services with MPSC falls slightly below this range.

(Note: This higher range reflects the on-going trends observed in the significant and increasing value of Community Services within the operations of Councils which was discussed in the previous workforce plan.

The limited level of community services operated directly by MPSC and the splitting of these functions areas of Council possibly reduces the impact upon this package).

Director Development and Environmental Services The average package for a Director in this group is $160,498 with a range from $128,216 to $202, 919. The package for the Director of Planning and Development with MPSC falls slightly above the mid-point of this group at 58.3% and therefore is seen as accurate within the market.

(See Note above in relation to Community Services) Director of Engineering The average package for a Director in this group is $169,559 with a range from $144,908 to $198,006. The current package for the Director of Engineering falls within the bottom 40% of this range at 38.4%.

In the next tier of Management Structures the following packages are falling above or below the average for this area of responsibility: Area of Responsibility Manager Finance Manager Accountant Manager Communications/ Media/ Public Relations Manager Human Resources Manager Governance Manager Community Services Manager Children Services Manager Library Services Manager Economic Development Manager Developmental and Environmental Services Manager Operational Works Manager Water and Waste Design Manager Supervisor Finance (debtors) Supervisor Finance (creditors) Supervisor Customer Service Supervisor Road Maintenance Supervisor Road Construction Supervisor Water and Sewer

Percentile 83.3% 83.3% 66.6% 70% 20% 45.4% Below the lowest in range 57.1% Above the highest in range Above the highest in range 38.4% 81.8% 75% 75% Below the lowest in range 77.7% 63.6% 50% 44.4% 38

Supervisor Building and Facilities Supervisor Parks, Ovals and Open Space Workshop Supervisor Library Services

33.3% 23.3% 70% Below lowest in range

(Note: the above does not take into account access to overtime or level of responsibility, experience or qualifications required across Councils, or within Council).

above highest range in survey above average but within range below average but within range below lowest range in survey does not match with current position within Council

Key:

5.8

Workers’ Compensation and Incidents

Resourcing the management of employee services can considerably impact upon reducing the financial loss experienced through workers compensation claims and loss of productivity.

Workers Compensation claims are fluid and while they remain open the cost of the claims will be continually adjusted. Costs can be attributed to one or many variables, including: • • • • • •

Increase in the frequency and/or severity of injuries Increase in the number of claims Lack of control of claims management process between Council and medical treatment providers Delays in treatment due to distance and waiting times for specialists appointments Failure to be able to provide suitable/alternative duties due to severity of injury, skills/education of claimant and/or operational issues A single claim that has blown out because of complexity of issues surrounding the claim.

Policy Year

2008-2009 2009-2010 2010-2011 2011-2012

Net paid on Claims

No of Incidents

$127,552 $115,842 $ 43,392 $138,766

15 26 20 21

Lost Time Injuries < 7 days (1 wk) 8 7 9 7

39

Lost Time Injuries > 7 days 2 6 3 9

Total

Lost days

10 13 12 16

312 297 90 324

Workers Compensation Premiums $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $2006

2007

2008

2009

2010

2011

2012

2013 Budget

2014 Budget

Amount $495,95 $757,69 $965,12 $992,49 $647,83 $429,08 $569,20 $688,48 $850,00

Year

Average Rate Premium/Wages %

Lost Time Injuries/100 employees

Proportion of injuries reported in 2 business days

Council

StateCover

DLG

Council

StateCover

DLG

Council

StateCover

DLG

2008/09

5.70%

4.20%

4.37%

4.17%

5.40%

4.81%

80%

52%

58%

2009/10

4.73%

4.50%

4.20%

4.90%

5.03%

5.10%

96%

75%

75%

2010/11

2.65%

3.40%

3.61%

5.71%

4.95%

4.66%

71%

80%

81%

2011/12

3.91%

3.69%

3.98%

4.29%

4.14%

3.7%

75%

80%

76%

Currently there is an increase in the projected 2012-13 Workers Compensation premium from $593,840 to $717,911 a difference of $124,137.

In 2011/12 the estimate was $436,329 with Council paying a total premium of $470,731 including the 10% StateCover Scheme Member Discount and after review by StateCover adjusted to $593,840 due to the increase of costs of the workers compensation claims.

It can take up to 5 years of good claims history to counter the impact of one bad year on the premium. Future premiums are affected by past and present claims costs.

Councils will work towards reducing the cost of the premium to under $600,000 and continue with effective injury and claims management.

Increased exposure to claims such as skin cancer and natural bodily degeneration along with liability from previous work and life factors remains areas which Council must proactively lobby against at a political level. The 2011 changes to the Workers Compensation Act appear to assist with minimising some claims costs.

40

The pre-employment health screenings and non-acceptance of previous injuries (without claims) into the workforce must be resourced and managed closely to guard against discriminatory practices. Job matched pre-employment implemented in 2005 has protected Council against many potential claims (particularly Hearing, Blood Pressure and Manual Handling related) and yet has complied with EEO requirements and has been recognised as best practice.

WHS Changes were implemented into MPSC by January 2012 as required. MPSC employees have elected to continue with the WHS (previously OHS) Committee arrangements as their preferred form of consultation and advisory group. The change in legislation took approximately 6 months to implement however the seamless implementation stands as a testimony to the improved employee/ employer relationships within Council and the proactive stance which is taken relating to safety.

The Work Health and Safety Regulations 2011, legislates regular audiometric testing when a worker uses personal protective equipment to protect from hearing loss and testing should be conducted within 3 months of a worker commencing and in at least every 2 years, bringing NSW into line with other States. Council currently has an average of one Industrial Deafness (ID) claim per year.

Complying with the testing regime will see a spike in ID claims but less than predicted due to the October 2012 changes to the Workers Compensation legislation where workers with 6% or more binaural (both ears combined) hearing loss, now are only able to make a workers compensation claim for the cost of reasonably necessary hearing aids and certain hearing tests. Previously workers were entitled to permanent impairment now workers are entitled to make a claim for permanent impairment if they have a minimum of 20.5% biannual hearing loss.

The spike in ID claims will impact on the Workers Compensation premium and Councils claims history for the next 3 years but with the legislative changes the impact will be decreased.

Testing alone is not a preventive mechanism but it is an important part of a program to manage risks from noise exposure in a workplace. Any changes in a person's hearing levels revealed by audiometric testing should be investigated as to their cause(s) and the need for corrective action.

6. Strategies for future labour Council has identified through the draft Aboriginal Employment Strategy the potential labour force available through the growing and youthful local Aboriginal population.

Cross Industry Skilling is another project being worked on by MPSC with Agrifoods Australia for construction areas. It has been identified that many common requirements exist across the construction and agricultural industry and developing teams of cross skilled labour may enable addition staff to be available for work peaks.

Cross industry training will also be worked towards in areas such as induction to develop a course which better meets the needs of local business but also complies with WHS requirement.

Work with Regional Development Australia has seen a local monthly service which supports access and information to immigration and working in Australia issues.

41

The Brolga Project which has not been taken up widely by business in Moree has the potential to bring in young capable students and give them a taste of life in the Country with the goal of them considering careers in our region.

Working with Universities and TAFE to allow further education to be delivered locally allows for more people to remain at work in the area whilst studying.

7. Overview of internal development Since the last workforce plan, the organisation has experienced development in: •

The establishment of a Communications Department,

•

Move to centralised recruitment,

•

Implementation of an Asset Management Team (including GIS officer),

•

Additional staff for resourcing facebook and web design,

•

Temporary utilisation of specialised local knowledge in land utilisation,

•

Appointed an Aboriginal Careers Pathway Coordinator,

•

Opened the Northern Area Office,

•

Moved into the new Moree Community Library,

•

Moved various administration centres under one roof in the MAax centre,

•

Implemented various internal systems or upgrades including CRM, TRIM, Intranet,

•

Provided for a designated computer training area,

•

Invested resources into joint training area venues such as the Community Library and Banquet Hall,

•

Approved the appointment of an Executive Projects Manager,

•

Appointed a Temporary Executive Office Manager,

•

Improved the roll out of plant purchasing and maintenance including the provision of an additional position within the workshop,

•

Implemented 9 new positions in outdoor staff,

•

Implemented further fully and partial funded traineeships,

•

Reviewed and implemented proactive people management policies and systems such as Drug and Alcohol, proactive health strategies, purchased leave, flexible work arrangements, variations to leave without pay arrangements, sick leave, working from home,

•

Implemented significant technology improvements such as iPads, remote access to surveys,

•

Implemented a positive cultural change program,

•

Remodelled the organisational structure for the MAAC and launching the recruitment for the CEO following the establishment of the Company Business Model,

•

Continued to increase Aboriginal Employment within the organisation.

42

8. Why invest in training and development In 2007, 173 businesses were surveyed in a United States (US) study of skills shortage. Over 70% of this diverse group of businesses reported having to pay “top dollar” for under developed skills.

This is despite the unemployment rate in the US being significantly higher than Australia in the same period, hence competition for employment greater in the US with a greater choice between applicants.

Moree Plains Shire Council continues to invest in training and development above the average for Rural Councils however this is heavily subsidised by funded training as show in the HR Benchmarking under educational assistance. As listed above, 22 qualifications were completed in 2011-2012 from alternate funding sources. The administration and processing of this funded training, however, is a matter which also requires significant resourcing by the HR Section.

In addition, this money is used for external development – for example funding scholarship and inducting volunteers.

Areas which deal with complex and even changing statutory issues must be kept up to date.

Areas such as Water and Waste require high levels of technical training in areas such as water chemicals for public health.

Most Workplace Health and Safety, Workcover and RMS requirements for tickets and licences have now become time limited and need to be retrained and reissued in recurrent cycles. Failure to do so would place MPSC legally at risk but also limit our ability to complete work across a cast shire and achieve for example RMS Contract income.

Gwydir Daycare and Pre-school is an excellent example of where training and development has returned well on investment with occupancy rate and competition for employment.

Many applicants for positions with MPSC site the knowledge that Council will invest in their development as a major part of attracting over other employers.

9. Strategies for the future 9.1

Becoming an “Employer of Choice”

As the Australian skills market becomes more and more competitive, employers must strive to become an employer of choice. The work to attract and retain the required workforce must not be underestimated and requires considerable resourcing, to allow the organisation to remain sustainable.

To formally be acknowledged as an “Employer of Choice”, an organisation must meet the criteria established known as the “Investors in People”. The “Investors in People” Standard was developed in 1990 in the United Kingdom, with the help of leading organisations there. The intention was to create a quality standard that would set a level of good practice for improving an organisation’s performance through its people.

In 1995 Investors in People began pilots in Australia with the support of the Commonwealth Department of Employment, Education and Training. The Australian Institute of Management (AIM) helped the pilot group achieve recognition and developed the Standard for Australia. The 43

Standard was re-issued in 1997 with minor changes to improve clarity and consistency of interpretation.

Principle One: Developing strategies to improve the performance of the organisation •

A strategy for improving the performance of the organisation is clearly defined and understood.

•

Learning and development is planned to achieve the organisation’s objectives.

•

Strategies for managing people are designed to promote equality of opportunity in the development of the organisation’s people.

•

The capabilities managers need to lead, manage and develops people effectively are clearly defined and understood.

Principle Two: Taking action to improve the performance of the organisation The organisation is clear about its aims and objectives and what people need to do to achieve them.

To meet the Standard, an organisation needs to demonstrate that: •

Managers are effective in leading, managing and developing people.

•

People's contribution to the organisation is recognised and valued.

•

People are encouraged to take ownership and responsibility by being involved in decisionmaking.

•

People learn and develop effectively.

Principle Three: Evaluating the impact on the performance of the organisation: The organisation develops people effectively in order to improve its performance.

To meet the standard, an organisation needs to demonstrate that: •

Investment in people improves the performance of the organisation

•

Improvements are continually made to the way people are managed and developed.

Overall these principles can be applied without accreditation and MPSC’s actions align with these principles.

44

Excellent Workplace (Employer of Choice)

Sense of ownership & identity

Uniqueness & Autonomy Recruitment

Getting feedback

Learning

Having a say

Workplace Good Leadership Working Relationships Clear Values

Being Safe Built Environment

Pay & Conditions

Passion

Community Connections

Having fun

The glue that holds all this together and keeps it functioning (or allows it to function) appears from research to be "trust".

45

9.2

Strategies Table

Strategy

Priority Level for Council WFD

Action

HR Strategy area

Promote MPSC to align with Employer of Choice Branding

High

Continue to align MPSC HR Strategies with EOC model

RC

Nil

Moderate

Act as a leader as a member of the Make it Work Group to assist region with Cross Industry Skills Development Continually update website, internet and advertising to reflect EOC branding including regional advertising and use of University Career Hubs Continue with strong implementation of WHS, Well Being, EEO, Code of Conduct and ethically sound work practises Work with peak bodies to improve the image and attractiveness of LG careers and skills development pathways Attend 2 career expos annual to promote MPSC focussing on different areas of need (eg youth, tree changers, women, CALD community, ATSI)

RC

Nil

RC

Funded

RT

Funded

RC

Nil

RC

RC

Unfunded but can normally be accommodated through operating budget if locally hosted Funding applications to be sourced

RC

Nil

RC

Nil

High

Critical Critical High

Strengthen Engagement with Youth as future employees

High

Moderate

Critical

Seek funding to work in partnership with schools and youth groups to allow events which educate young people in relation to work and careers with council Continue to use Youth Council as focus group for discussions relating to Youth and Engagement with Council/ local employment Provide opportunities for young people to engage through work experience and volunteering

46

CSP reference

Budget implications

Strategy

Priority Level for Council WFD

Action

HR Strategy area

Moderate

Provide social networks for young employees, cadets, trainees and scholarship recipients to avoid isolation Continue with implementation of traineeships across Council Continue to work with universities implementing career pathways for future professionals including scholarships, Brolga Project and MOUS Make opportunities available to younger employees to develop leadership skills to benefit MPSC and the community 2014 revisit idea of gap year and vacation employment for critical skills development areas Continue with graduate employment opportunities following completion of full time traineeships to allow ROI Review salary packages for trainees with additional responsibilities to align with skills and market indicators Provide mentoring opportunities to young employees through external (cross council/ cross industry programs) Promote non traditional female trade careers with LG in schools with students from year 8 Implement Aboriginal Employment Strategy

RT

Unfunded

RC/ RT

Funded through external funding and manpower Funded

Capture the use of labour provided through Community Service Orders and Volunteering opportunities. Consider in

Critical Critical

Critical Moderate Critical High High High Develop future pools of labour for contingent workforce

High High

47

RC

CSP reference

Budget implications

RT/L&D

Funded via training and development

RC

Annual review of manpower capacity

RC/RT

Funded when provided in Manpower through annual review Annual manpower review

RT L&D/ RT RC

Review options in 2013 and seek funding if required 2014 Nil

RC

Funded

RC

Unfunded

Strategy

Priority Level for Council WFD

High

High

High High

Moderate High High High High

Action

HR Strategy area

future manpower the improved supervision of such opportunities through a superintendent or coordinator role.

Work with Local High School Careers Advisor to utilise year 10 Youth in Employability Skills Program which replaces School Cert. Note volunteering and projects for students can be implemented through this program

Budget implications

Work with RTOs and peak bodies and lobby for better skills development opportunities locally (as opposed to travelling) Work with TAFE to implement previously developed program for skills development to align with casual labouring roles Improve utilisation of skilled knowledge workers and consider use across Councils by allowing support of these roles to perform non specialist tasks Explore user pay models for specialist services as above

RC/ L&D

Unfunded (funding through L&D is provided for induction of students and volunteers, however other aspects such as supervision, PPE etc are not) Nil

RC

Seek funding

RT/L&D

Provision of support through annual manpower

RT

Link with community partners for programs such as WEL and cross industry skilling Work with Community and Regional Development Board to make Moree Council a model for inclusive employment 100% of positions are advertised on line by end of 2013 Vary recruitment methods for varied

RC

Review with Executive Projects Manager 2014/2015 Seek funding as applicable

48

RC

CSP reference

RC

Nil

RC

Nil

RC

Nil

Strategy

Priority Level for Council WFD

Critical

Increase productivity and service levels

High

High Critical High High High

High High High Critical

Action

HR Strategy area

positions Continue with “applying for jobs” sessions in the community and within Council to gain improved applications. Expand into additional community areas Continue to implement on line training as IT systems allow and improved access to training in down times such as wet weather

CSP reference

Budget implications

RC/ RT

Nil

L&D/ PM

Continue with internal audit review process to improve internal processes Departmental review of overtime usage and options to provide services without ongoing extreme OT usage Continue with implementation of Employee Award program

PM

Funding through IT resourcing budget will be required.

L&D (courses) funded through L&D budget.

Funded

PM

Nil

RT/RR

Improve alignment of individual KPI’s with CSP priorities through Performance Planner Embed KPIS for safety management into each Directors KPI and monitor through performance planner, and 6 monthly performance reviews Continue with development of cross sectional skills to allow for employee absences and succession planning Ensure all vacated positions under go a full review prior to readvertising Review whole of Council performance review documentation Continue with HR Benchmarking and data

PM

Unfunded but accesses to other funding areas utilised such as L&D Nil

PM

Nil

PM/L&D

Nil

49

PM PM RT/L&D

Nil

Strategy

Priority Level for Council WFD

High

Critical

Moderate Retain and update our skills

High High High High Critical High

Ensure organisation is resilient and able to adapt to changes

Critical

Action

HR Strategy area

capture processes to better inform future workforce development Continue to implement skills development for supervisors including performance management and examine ROI on this development Continue to implement flexible work options such as working from home and review after school and vacation care options for staff to allow greater access to full engagement in employment Use CRM to capture HR processes and timelines across Council Promote and utilise staggered retirements more widely Educate staff on intergenerational communications Improve full implementation of grievance management and resolution through all Departments to resolve matters effectively Encourage self-development through educational assistance and promotion of development opportunities Provide additional training and support (especially to older workers) as significant system or organisational changes occur Support employees to be involved in external presentations, awards and recognition programs which highlight their achievements and that of the organisation Continue to implement development programs which include employee input which develop skills to cope with on-going

50

CSP reference

Budget implications

PM/L&D

Funded

PM

Unfunded

PM

Funded

RT/L&D L&D/ RT

Funded and worked into manpower annually Funded

L&D/PM

Funded

L&D/ PM

Funded through L&D

PM/RT

Funded through various projects

L&D/ RT

Unfunded

PM/L&D/ RT

Funded through various projects

Strategy required

Priority Level for Council WFD

Critical High Critical High High Moderate Critical Critical Critical

Promote Moree as a positive location to work and live

Critical High High High Moderate

Action

HR Strategy area

change Align new organisational structure to marry with CSP (due by Sept 2013) Make salary adjustment recommendations annually through manpower meetings Continue to input into major workforce development research and data such as remuneration survey Review job redesign policy with current managers group Maintain internal HRIS data and expand HRIS where HR can resource input Ensure all PDs have been reviewed at least once in each WFP cycle Maximise take home pay benefits through us of Salary Sacrifice and conditions of employment Continue to monitor issues for employee turnover and address in HR strategies Resource Asset Management Plan to ensure our assets are maintained into the future Promote Moree as a family friendly location Support staff moving to Moree for work with proactive HR relocation policies Promote existing strategies for supporting families in Country Locactions such as IPTAS Ensure new employees are fully inducted and linked with others in the organisation and the community Link with other businesses to promote

51

CSP reference

Budget implications

PM

Nil

RT

Manpower

PM

Nil

PM/ Rt

Nil

PM

Nil

PM

Unfunded

RT

Nil

RT

Nil

PM

Reference Asset Management Plan Funded through advertising, Tourism and ED Funded

RC RC RC/RT RC/.RT

Available externally Nil funding required internally Nil

RC/ Rt

Nil

Strategy

Promote health and wellbeing strategies

Priority Level for Council WFD

High High High High High High

Action

HR Strategy area

opportunities in the community Implement annual private health check up options through use of sick leave as per policy 2013 Implement noisy work environment checks as required by WHS biannually Continue to focus on health issues relating to diabetes, weight control, quit smoking, depression.

Promote Mental Health support available free through GP referrals and Medicare Examine alternate service provision to current EAPS program which is struggling to cope with community demand Continue with workplace investigations and modifications to work processes to reduce future injuries

CSP reference

Budget implications

RT/WHS

Nil

WHS

Funded through on-costs

WHS/PM

Funded

WHS/PM

Nil

WHS

Unfunded

WHS/PM

Nil

High

Continue with annual WHS audits

WHS/PM

High

Continue with proactive health support including immunisation, health awareness programs, bowel screen Continue with intense management of recurrent injurers to establish cause and best response Train all supervisors in relation to safety and job design Continue to implement and further develop D&A Management Program

WHS/PM

Funding of major modifications to be included in specific work areas as identified Nil Actions from audits may require further funding Funded

PM

Funded

PM/L&D

Funded through L&D

PM

Funded

Critical High High

52

Strategy

Priority Level for Council WFD

Action

HR Strategy area

Critical

Full audit of MH processes across Council to inform future strategies in relation to this growing area of incidents Complete skin checks for outdoor workers each 5 years Focus on healthy eating when catering Ensure debriefing processes are available to high stress work areas Enforce regular breaks from work via management of leave Convert training plans to individual plans by 2015 to take a holistic view of employees into account Maximise level of choice in employee benefits as a menu of options to be used to marry with the individual Encourage internal mobility as opposed to loss of employees Ensure EEO and inclusive work practises are implemented across Council Review benefits to long term casual employees to value their contribution to Council Celebrate significant events, and host annual whole of Council events Ensure at least quarterly reviews are held with each employee Continue to work with Departments such as health to maximise and include the benefit of employees from CALD Backgrounds/ ATSI employees Engage our Aboriginal population and employees fully (See Aboriginal

PM

Nil

WHS

Unfunded

WHS WHS WHS/PM

Nil Nil (funded through EAPS) Nil

WHS/RT

Nil

RC/ RT/ RR

Nil

RT

Nil

RT/PM

Funded

RT

Unfunded

RT

Funded

RT

Nil

RC/L&D/ RT

Funded

High Moderate High High Recognise employees as individuals

Moderate High High High Moderate Moderate High Moderate

Critical

53

CSP reference

Budget implications

Strategy

Priority Level for Council WFD

Critical Critical

High

High

High High High Moderate Improve Knowledge Management

High

Critical

Action

HR Strategy area

Employment Strategy) Examine employee opinion and benchmarking data at least once in each WFP cycle to inform strategies Ensure our key leaders commit to on-going development and performance management to keep up with the demands of the organisation and the community Examine the use of WEL funding for improvements in literacy and numeracy and possibility of partnering with other business to maximise benefit Ensure internal communications are kept up to date by Departments through use of intranet and EA group updating notice boards Seek and promote funded opportunities for training and workforce development and invite participation Focus on gender equity strategies and include gender equity in annual report Offer on line cultural competency training to MANEX members, managers and key front line workers Review options for integration with defence force leadership development through employees engaging as reserves Ensure information and data is captured before exit of employee Reinforce team and group participation in projects/ information sharing and record

54

CSP reference

Budget implications

PM

Funded

PM

Funded

L&D

Seek funding

RT

Nil

L&D

Seek potential funding

PM

Nil

P&D

Funded through L&D

L&D/ RT

Review funding requirements

L&D

Manpower considerations in cross over of employees during exit period Nil

PM

Strategy

Priority Level for Council WFD

High High High High Critical Critical

Lobby and proactively work with external agencies to improve workforce development

High

High Critical High High

Action

HR Strategy area

keeping. Use of TRIM system Reinforce greater use of group training plans and cross skilling plans annually Ensure manuals are available for work processes Implement CRM workflows for processes such as employee onboarding to identify time and process issues across Council Ensure significant policies are up to date on intranet, regularly reviewed and discussed and signed off at team meetings Implement fully system training including version control, and information storage Invest in information technology resources, skilled officers to implement these resources and strategic planning in this area Work with insurer and LG NSW in relation to significant WHS matters such as employer liability and skin cancer/ ageing workforce management/psychological claims Seek funding and opportunities to support work in the area of manual handling Work with regional Councils to implement the required L&D locally (such as plant school) Attend opportunities to increase understanding of WFD opportunities Work with agencies such as ACELG and LG NSW to streamline data collection processes and improve benchmarking

55

CSP reference

Budget implications

L&D

Nil

PM PM

Funded through audit review process to identify problem areas Nil

PM

Nil

L&D/ PM

WHS

Nil (included in project areas such as TRIM) Funding to be identified through Communications Department Nil

WHS

Nil

L&D

L&D Budget

PM

Nil except travel to some forums Nil

L&D/ PM

PM

Strategy

Priority Level for Council WFD

High

Review and improve our strategies

High High High Critical

Include climate change and sustainability considerations in future workforce development

High

Action

HR Strategy area

across organisations Lobby other agencies such as health to work with Council to reduce risk to employees and community in areas such as needle collection Work with agencies such as Government Skills Australia to review and improve our approach to WFD Visit and network with other Councils and leaders in the area of organisational development Review performance annually on areas including EEO management, PID and other statutory requirements Work with other Councilâ&#x20AC;&#x2122;s and business to ensure MPSC meets the challenges of LG reform. This includes regional service delivery, resource and knowledge sharing, community integration and workforce development. Ensure MPSC has a voice in the reform process.

Review of risk management plan in 2013/2014 Review options for sustainability officer in manpower 2014/2015 Ensure all relevant training includes units covering sustainability

56

CSP reference

Budget implications

WHS

Nil

PM

To be identified

PM

Nil except travel

PM

Nil

PM

Unidenfitied

Funded Review Manpower

Nil â&#x20AC;&#x201C; include in L&D process

Appendix A Process of Workforce Planning

Figure 1 â&#x20AC;&#x201C; Process of Workforce Planning Council's initial Workforce Plan (for 2010-2013) was required under the Local Government Amendment (Planning and Reporting) Act and set out the workforce needs of the organisation for those 4 years.

However, workforce planning is a continual process.

The current Workforce Plan incorporates MPSC's personnel-related policies and must be read in conjunction with the Local Government (State) Award 2010.

The WFP has been developed in consultation with the management team, other key personnel, and the analysis of both internal and external data.

Benefits Associated with Workforce Planning ď&#x201A;§

Respond strategically to change, as the organisation and managers can recognise emerging challenges in the market, workforce and Local Government.

ď&#x201A;§

Strengthen the organisation's capability to support the achievement of sections outputs now and in the future.

57



Improve efficiency, effectiveness and productivity (employees possess the right skills and are a good fit for the job).



Facilitate strategic staffing and planning for future workforce requirements (can identify staffing needs in a timely manner, monitor attrition and ensure replacements are available to fill key vacancies).



Identify and reduce potential skills shortages early assists with the identification and management of people with the knowledge critical for effective and efficient business operations, and the organisation's management of knowledge and maintenance of corporate memory ensuring staff required to meet future needs are being recruited or developed or retained reduced costs through attraction of appropriate staff targeted Remuneration Policies and Conditions of Employment Provides a mechanism for recognising staffing costs and savings directly linking correcting skill imbalances and expenditure of personnel against organisational outputs and outcomes.



Improved identification of staff development needs increased job satisfaction and retention of employees new or emerging job roles can be planned for through specific recruitment or training initiatives.



Ensures an understanding of the organisation's workforce profile, hence human resource initiatives, strategies and policies are consistent with and complementary to Strategic Management plans and are aligned with budgets - ensure that costly and reactive decisions are not made regarding recruitment, remuneration and retention issues.



Ensure that old strategies are not applied to new and changing workforce demand issues.

Workforce Development and Internal Integration Training Knowledge, Skills & Experience Organisational Structure Systems & Culture Government Policies & Strategies Work Conditions & Opportunities Figure 2 - Workforce development consists of various levels and components

58

Workforce plans allow organisations to move beyond informing the direction of future training, development and recruitment and include the development strategies across many levels in an interconnected organisational system.

System Factors

Individual Factors

Education & Training

Figure 3 - Subsets within workforce development A systems approach to workforce development recognises the importance of education and training but extends well beyond these into: 

Recruitment and Retention



Professional and Career Development



Leadership and Supervision



Knowledge transfer



Mentoring



Workforce well- being



Workplace support



Information management



Legislation



Policy



Clarification of roles and functions



Reward and recognition systems

59

Benchmarks and Standards •

Standards Australia HB 299-2008 has been utilised as the guiding document for Workforce Planning at MPSC.

•

The Investors in People Standards (discussed below) have been utilised as a model standard to guide MPSC to become aligned with the Employer of Choice branding

•

Standards Australia - Human Resources Guidelines on Emerging Good Practice (2004) provides guidance on evidence based practises.

•

A thorough literature review of researched and recognised practises has been applied to strategies within this plan.

•

In 2010 MPSC participated in the LGNSW working group to establish HR Benchmarks across NSW Councils. During 2010/11, and 2011/12 MPSC’s data was captured and compared through the benchmarking process. All relevant internal data within in this report is now calculated using the agreed formulas from this benchmarking program.

60

Appendix B The NSW State Plan 2021 The NSW State Plan 2021 details a number of key performance indicators. Some of these are listed below and are consistent with the directions of the WFP, as detailed in the “Strategies” section.

• • • • • • • • • • • • • • • • • • • •

More awareness and care for our environment, Ensure easy access to, and opportunities for participation for all members of our community, Include seniors within our communities, including workforce participation, Ensure all people between 15-24 years have opportunities to be engaged in learning or earning, and have continued educational options post school, Increase participation of Aboriginal people in all aspects of education, employment and community engagement, Seek to increase women in non-traditional occupations, with 20% more VET CIII qualifications by 2020, Support the development of people 25-34 to gain tertiary qualifications, with a 44% increase by 2020, 50% increase in CIII qualifications by 2020, 100% increase is Diploma and above by 2020, 10% increase in apprenticeships and traineeships by 2015, Keep people healthy and out of hospital by reducing smoking, reducing obesity and reduce alcohol consumption, Increase participation of people with disabilities, Reduce domestic violence, Invest in critical infrastructure, Secure potable water supply, Increase volunteering, Increase Governance Capacities when working with Aboriginal Communities, Support Aboriginal Culture, Country and Identity- Language, history, and place, Prepare for Natural Disasters, Secure Stakeholder consultation, avenues for participation in LG.

NSW 2021 – New England North West Regional Action Plan • •

Support agricultural and local business development, Promote region to attract new residents and businesses.

Build a strong skilled workforce • •

Regional Workforce Planning, Continuation of School Based Trainees and Apprentices.

Educational pathways • •

Career Expos, trade days (SBATS), Deliver programs which help students stay at school longer, 61

• •

Improve education and employment opportunities for Aboriginal communities, Improve post school educational and employment pathways.

Integrated Planning of services • • • •

Toomelah short term action plan, Community Strategic Plan, Participation in Work and Development Orders, Crime Prevention Plans.

62

Appendix C Implications of an Ageing Population Concerns with regards to an ageing population and skills shortages are not restricted to Moree Plains Shire or the fields required by local government. Due to the diverse range of services delivered by Councils such as Moree Plains Shire along with the specialised training and development required to occupy these roles, the task of ensuring an adequate supply of skills is complex and ongoing. As noted above the outcome of workforce planning is targeted workforce development.

Rural Australia continues to find its population migrating to coastal and urban areas. This leaves rural Councilâ&#x20AC;&#x2122;s with a double bind, addressing labour and skill shortage issues for the delivery of its own services, and taking up the role of lead community agency to assist in the sustainability of other industry and services. This often blends roles in Human Resources/Organisational Development, Economic Development and Community Development in small to medium size councils. A double disadvantage occurs with Council when both rural locations and local government careers are not seen as attractive to most young people surveyed.

Demographically a sandwich effect is occurring for those aged between around 40-55 years. This cohort is finding they are caring for their children, possibly grandchildren and parents who are living longer as shown in ABS Graph, Figure 4 below. It is also this group who has much of the experience required in many fields to support and develop new entrants. Hence employers must strive to accommodate continually expanding family and work/life balance needs.

LIFE EXPECTANCY AT BIRTH

Figure 4 - Source ABS: Deaths, Australia, 2007 (cat. no. 3302.0).

Life expectancy at birth in the decade to 2011 has, on average, been higher for females than males.

A baby boy born in 2009-2011 could expect to live, on average, 79.7 years, while a baby girl born in 2009-2011 could expect to live 84.2 years. However, over the decade to 2011, life expectancy at birth for males increased more quickly (up 2.3 years) than for females (up 1.6 years).

Life expectancy at birth is one of the most widely used and internationally recognised indicators of population health. It focuses on the length of life rather than on its quality, and provides a useful summary of the general health of the population.

63

The increases in life expectancy have been due to lower infant mortality, the promotion of healthier lifestyles, continued improvements in living standards, and ongoing medical advances leading to improvement in prevention, diagnosis and treatment of diseases.

Workplaces must re-think their operations therefore to maximise benefit from what has been commonly coined as the “longevity bonus”.

The Australian Government’s Intergenerational Report (2010) states that the two highest order challenges for Australia are an ageing population and climate change.

These two issues are expected to continue to place significant pressure on the economy and standards of living over the next 40 years. The continued downfall of standard of living is predicted due to the increase in costs associated with supporting an ageing population, particularly in terms of health care versus the fall in workforce participation by this group.

A range of productivity-enhancing reforms are proposed to strengthen this position via national building infrastructure and improving our skills’ base. This includes removing barriers to participation in employment.

The proportion of working age people is projected to fall, with only 2.7 people working to support each person aged 65 year and over by 2050, with 5 people working for each today, and 7.5 working for each in 1970. At the same time population growth is expect to slow to an average annual rate of 1.2 over the next 40 years, which is slightly slower than the past 40 years which average 1.4 precent.

Fertility rates are assumed to be consistent with current levels of about 1.9 births declining from 2.9 over 40 years.

Net overseas migration is expected to continue at a rate of 0.6 per cent of the total population as per the average of the past 40 years. Even with this slowing the Australian population is projected to be 35.9 million by 2050.

Labour force participation for people 15 years and older is projected to fall to less than 61 per cent by 2050, compared to 65 per cent today.

The government’s response includes investment in social and economic infrastructure and polices to support skills and human capital development. Australia’s productivity falling to an average of 1.4 per cent in the past decade compared to 2.1 per cent in 1990’s.

Australia is ranked tenth on OECD workforce participation rates for people 15-64 years lower than Canada, UK and NZ. Participation rates for males in this age group, is about at OECD average at 91% but females are participating above the OECD average at 75% compared to the average 71%.

The report reinforces the connection between health and access to work and community. It prescribes health, education, tax-transfer systems, cultural activities, workforce flexibility and retention and support services as important issues to ensure workforce participation. Diabetes and neurological health are the main areas identified to have a significant increase – Australian Institute of Health and Welfare (2008) with diabetes increasing by 436% due to life style factors.

Whilst Australia’s unemployment rate is well below OECD average 5.6% compared to 8.8%, there are still pockets of disadvantage to be addressed and these are significantly connected to the Aboriginal population. Whilst young people aged 15-24 years have a much higher workforce 64

participation rate than most OECD countries, this is strongly linked with post school qualifications.

The likelihood of good educational outcomes remains strongly linked with parental outcomes, with their own education being strongly linked with income. This trend calls forth some significant intergenerational programs to disrupt this pattern.

The social inclusion agenda recommendations in the report are: • • • •

Learn by participating in education and training Work by participating in employment, voluntary work, family or caring roles Engage by connecting with local community resources Have a voice to influence decision making.

Today the expansion of educational requirements sees a significant delay in the commencement of full time work, this is coupled with the ability to access superannuation from 55 years to allow for early retirement. The result being, many people now spend as little as 30 years in the workforce.

Women who have traditionally had their working life disrupted by child birth and caring responsibilities will need these roles increasingly accommodated to secure their continuance in the workforce. Currently both sides of politics are debating how to fund these required changes.

In May 2009 the Federal Government announced that the age which all aged pensions can be accessed will move to 67 years by 2023 and these changes are already being integrated into the system. The aim is to delay those moving out of the workforce who will be dependent upon the welfare system. For employers the requirements of older workers will need to be accommodated.

These potentially involve the management of technology, print, hearing/noise issues, natural physical deterioration, hours and flexibility of work, fatigue, career breaks, access and mobility.

Stereotypes about older workers will also need to be proactively debunked.

In addition generational expectations and values relating to work are significantly different for those now commonly termed the baby boomers, generation (Gen) X and generation Y (all of whom are currently in the workplace). This often makes the management of employee expectations difficult, especially in large open offices, areas with divergent disciplines (eg Engineers/accountants) and where technology is a rich resource. Gen X and Y generally do not want to work like their parents did and new models of employment must be developed to retain them. Gen Y are very comfortable with changing jobs rapidly and therefore utilising their skills rapidly is important when employment commences. Changing of personnel rapidly also requires strong investment in knowledge and information management systems/processes. Younger generations often do not see the need to work their way up through the ranks and are frustrated by those above them. Space to move sideways or be seconded to projects and keep interest alive is important. Older supervisors often see the behaviour of younger employees as irresponsible and issues being brought into the workplace (such as family needs) were once only the domain of home life.

Skilled professional people from about 40 years onwards often move away from traditional employment into more fluid roles such as consulting or working from home or short projects. Such is the demand for their experience their wages can demand a market premium.

The baby boomers in turn are redefining retirement. Many want to continue working after “retirement” by working part time, seasonally, or become engaged in other sometimes less demanding fields. MPSC’s own retirement intention surveys demonstrate a strong desire amongst many people considering retirement to work part time to extend their working life. This demand 65

has been strengthened beyond lifestyle choices with the fall in value of many superannuation portfolios since the Global Financial Crisis. Staggered retirement is already available within MPSC through existing policy, however, rather than consider this as an unusual request in the future it will need to become a norm. This mirrors the move in 2003 to accept more job share positions in MPSC and hence successfully retaining many women who were having children and wanted to balance parenting and work. This was a significant gain in retaining skills and knowledge even though such requests are often viewed as being problematic. It is clear not all roles can accommodate such arrangements; however, where there is no solid evidence to dispute such a request at least trialling such an arrangement is strongly supported.

In 2013, MPSCâ&#x20AC;&#x2122;s retirement intention survey indicated that 37 out the 68 employees who responded to the survey would like to continue to work part time before retiring to extend their working life.

40 35

Would you consider Part Time Work Before Retiring ??

30 25 20

37

15 10

20

5

9

0 Yes

No

Unsure

Technology is changing ever more rapidly and systems used by Council's which are continually upgraded require time and training for the users to master them. Some in the workforce embrace technology whilst others find it alienating. In total however the use of communication systems such as email has increased the rate which information is processed. Whilst this can be seen as efficient it can also lead to reactivity with people expecting instant responses to low order tasks rather than planning and working on the highest priority. It has also brought with it new ways of networking and office problems such as sending rude or inappropriate emails, or shopping on line rather than working. Technology has also improved our ability to communicate in remote areas and hence the ability to support and protect staff working in remote locations, it offers the ability to allow work to be performed from alternative locations such as working from home or from other towns. Training and development can now be delivered via alternate methods such as video conferencing, virtual classrooms and on line forums. Investing in Information Technology (IT) infrastructure, training and development in use of technology will continue to be a high priority.

For generation Z those born from the early 1990â&#x20AC;&#x2122;s socialisation using such virtual worlds (Facebook, Second Life, Text Messaging) may have dramatic impact upon on their interpersonal skills and ability to view the world from another's perspective (including their employer). They do not believe in the need to personally meet to make friends and developing relationships. They are 66

capable of making huge communities and have massive collaborations using the Internet or to even lead a â&#x20AC;&#x153;second lifeâ&#x20AC;? through networked games. Language itself is changing in line with these forms of communication and studies putting together new dictionaries and research are evolving.

Issues such as fashion (or built environment) become irrelevant in a faceless society. Gen Z are raised to expect instant results and demand change in technologies continually. Their expectations therefore will be inclined to result in demand for working while mobile (eg travelling overseas) or from their own spaces such as home, rather than entering an office or defined work space. They will be quite happy to have remote managers or subordinates and as customers they are more comfortable with on-line banking, internet shopping and systems which todayâ&#x20AC;&#x2122;s management may be resistant to implementing viewing them as impersonal.

MPSC has witnessed the rise of social media and its ability to connect with the community during periods such as the November 2011 and February 2012 floods. This form of media remains very strong but requires both the resources and skills to respond quickly and appropriately. The rise of technology has also brought with it challenges in HR management including management of bullying and harassment and productivity.

67

Appendix D Skills Shortages "A skill shortage exists when the demand for workers of a particular occupation is greater than the supply of workers who are qualified, available and willing to work under the existing market conditions" Shah and Burke (2003).

A skill shortage often becomes confused in discussions where there are recruitment difficulties.

These are when a business finds it difficult to fill a position even though there is not a broader skills shortage. This will occur due to undesirable characteristics of a business or industry is known (eg reputation for being bureaucratic), due to location or due to other negative business related traits.

The second related concept is known as a skills gap. This occurs when existing staff do not have the skills required to complete the increasing changes occurring in work roles. Avoidance of a skills gap is an on-going challenge for most industries that continually need to re-educate and develop staff. This continual challenge is exacerbated with increasingly demands placed on organisation for legislatively required compliance training and the shortening renewal cycle of this training.

The Asian resource boom has indeed brought with it fierce competition in fields such as engineering and construction workers and industries such as mining are as close as our neighbouring shire. Partnering universities report that many student engineers are being fully supported through University and then brought into overseas companies upon graduation at pay rates above $120,000.00. The market competition is global and therefore recruitment strategies must also cast a broad net. Some mining industries have "fly-in/fly-out" workforces to meet their demands when workers are required in undesirable locations; however, this does little to boost the local population or economy. Currently two local companies report recruiting “green skins” unskilled labour for new mines opening at higher wages than our senior skilled operational operators. Narrabri Shire for example currently reports 1800 “fly in/fly out” beds to feed the demand for labour. The demand trends also become visible via the changing positions recorded for surrounding Shires in relation to Gross Regional Product 2011/2012. This is the first reported figure above Moree Shire.

Narrabri Moree Walgett Gunnedah

$845,000,000 $725,000,000 $286,000,000 $581,000,000

68

Appendix E National Skills Needs List 2013 By 2015 there will be a national shortage of 240,000 qualified trades people.The National Skills Needs List is a register of trades within Australia that are experiencing an ongoing shortage of qualified workers. This is based on research conducted by the Department of Industry, Innovation, Science, Research and Tertiary Education (DIISRTE).

Trades on the National Skills Needs List are: • Aircraft Maintenance Engineer (Avionics) • Aircraft Maintenance Engineer (Mechanical) • Automotive Electrician • Baker • Binder and Finisher • Boat Builder and Repairer • Bricklayer • Butcher • Cabinetmaker • Carpenter • Carpenter and Joiner • Communications Linesperson • Cook • Diesel Motor Mechanic • Drainer • Electrical Powerline Tradesperson • Electrician (Special class) • Electronic Equipment Tradesperson • Fibrous Plasterer • Fitter • Flat Glass Tradesperson • Floor Finisher • Furniture Finisher • Furniture Upholsterer • Gasfitter • General Communications Tradesperson • General Electrician • General Plumber • Hairdresser • Joiner • Landscape Gardener • Lift Mechanic

• Locksmith • Mechanical Services and Air-conditioning Plumber • Metal Fabricator • Metal Machinist (First class) • Motor Mechanics (General) • Motorcycle Mechanic • Optical Mechanic • Painter and Decorator • Panel Beater • Pastry Cook • Picture Framer • Pressure Welder • Printing Machinist • Refrigeration and Air-conditioning Mechanic • Roof Plumber • Roof Slater and Tiler • Screen Printer • Shearer • Sheetmetal Worker (First class) • Signwriter • Small Engine Mechanic • Solid Plasterer • Stonemason • Toolmaker • Tree Surgeon • Vehicle Body Maker • Vehicle Painter • Vehicle Trimmer • Wall and Floor Tiler • Welder (First class) • Wood Machinist (A-grade)

69

Appendix F The Department of Local Government (2006) Study into Local Government Skill Shortages A summary of the findings are: 

The mean age of a Council employee in NSW is 42 years.



Only 53% of Councils had workforce plans.



The Division of Local Government needed to promote Local Government as an employer of choice particularly with younger people.



Each Council has an average of 8 people studying through the TAFE system for some type of qualification.



The average expenditure on training and development was 1.05% of total operational budget and this was dramatically lower than that required to meet future needs.



97% of Councils were successful in implementing flexible work arrangements.



Civil Engineers in particular were reported as a major skills shortage area in 75% of Councils responding.



Minority of Councils reported Finance and Trades (in particular Mechanics) positions difficult to fill.



Information Technology positions were identified as not being a skills shortage area despite the previous belief this would be evident.



Other areas where skill shortages were reported as significant were: environmental health and building, planning, childcare (qualified), Human Resources and Risk Management including Occupational Health and Safety roles, contract management, leadership and senior management roles, specialised recreational roles such as lifeguards, specialist horticultural roles.

MPSC has been successful in attracting seed funding for scholarships in both rounds of Skills Shortages funding made available following this study.

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Appendix G Local Government Manager’s Authority (LGMA) and Human Resources Findings In 2007 the LGMA Human Resources Group met to discuss key issues for local government in relation to workforce development. These were identified as: LG being unattractive to the wider professional fields and there was a need to; market and improve the image of careers in LG and move to Employer of Choice model, strong relationships to be developed with High Schools, TAFE and Universities, a need for strong employee absentee management procedures, productivity to be reviewed to maximise current roles, and management of the impact of industrial relations, update recruitment and selection processes (keeping in mind restrictions legislation such as the LG Act places on Council as opposed to private enterprise), manage rapid Changes in technology impacting upon work in LG. Gender Balance A National Survey on remuneration completed by McArthur Management Services in 2009 emphasised the continued lower levels of women in senior roles when compared with males. This is despite a higher level of success when applications are submitted by women.

The overall pattern of actual participation demonstrates that women’s participation decreases with the seniority of a position. Only 5% of Chief Executive Officers (General Managers) roles in Australia are held by women (LGMA 2009).

Higher wages are also tending to be paid to males than females in Corporate Services Functions whilst women receive higher wages in areas such as Community Services – hence reinforcing stereotypical roles. This trend for female leaders to come from the Community Services Sector is also limiting in Council’s such as Moree Plains where there are few roles and no senior roles in Community Services. This is despite community expectation for expansion of community services and the increasing rank of this sectors profile in terms of remuneration.

Local government in general has a high level of female participation but this is not resulting in a culture whereby women are encouraged to apply and or attracted to more senior positions.

McArthur’s study above found more applications for senior roles come from internal as opposed to external female applicants.

In summary it appears that Local Government is not viewed as an attractive employment sector for highly skilled women seeking advancement. Turning this around creates an avenue for increased competitive applications. The LGMA therefore recommends the adoption of a voluntary code which may include: 4.1

Identification of female targets across all levels of the organisation

4.2.

Commitment to creating flexible work places

4.3.

Adopting HR policies which reflect inclusive work practises

4.3.1. Equal opportunity for women in local government to training and development 4.3.2. Equal opportunity for women in local government to promotion and salary increases 71

Councilâ&#x20AC;&#x2122;s are required for example to include females on all interview panels, however, this is sometimes overlooked in practice.

Australian Institute of Human Resources (AHRI) presented the latest worldwide research into gender equity at the LGMA conference in 2012.

Australia ranked number one for female education, however, ranked 23 in relation to participation on board of directors. Australia ranked twentieth for OECD workforce participation of women in the workforce aged 25-35 years.

The 2011 the scorecard developed by the Equal Opportunity for Women Workplace Agency found that women made up 46% of the workforce, 70% of the part time workforce but only 35% of the full time workforce. Despite this only 8% of Executive Management positions are held by women.

Some of the strong recommendations coming out of this research which will be applied to Council in the next 4 years are unravelling the unconscious bias that operates in workplaces, promote and highlight the great work being performed by women, annual gender pay audits, implementation of flexible work practises, and support for childcare in workplaces.

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Appendix H Skilled Occupations List (2012) The skilled occupations list is provided and updated by the Department of Immigration and identifies which skill areas are in demand, therefore allowing migrants to apply for skilled migrant visas to enter Australia.

The following areas apply directly or indirectly to Local Government and include: • • • • • • • • • • • • • • • • •

Engineers Child Care Manager Early Childhood Teachers Environmental Health Officers Urban and Regional Planners Some areas of specialist computing Surveyors Auto Electricians Electricians Plumbers Gas Plumbers Specialist Air Conditioning Mechanics First Class Welders Internal and External Auditors Accountants Carpenters Painters.

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Appendix I Findings of Moree Skills Shortage Survey (2009) Since 2009, no whole of Shire skill shortage survey has been completed however, intensive work has been done in areas such as Agriculture. Information below comes from the 2009 survey completed by MPSC and is a cross industry snapshot.

The key points coming from the survey responses are: 

Moree has a great community, has great facilities and is a great place to live but we promote it very poorly.



Business highly valued soft skills such as reliability, communication skills, enthusiasm and will invest heavily in training and development of the right people.



People with a high level of experience and qualifications are the hardest to attract and these people are needed to support and mentor new entry employees.



Seasonal and casual labour is particularly difficult to obtain in industries such as Agriculture.



Some businesses reported critical skills shortages whilst others reported an inability to grow and develop due to this restriction.



Success was acknowledged when using skilled migration however it was also recognised that Moree is not yet “migrant friendly” and more work is required with regards to community education and provision of services to migrants.



Working with youth to retain them as employees and future leaders in the community is a challenge which the community will need to continually address. The demographic of those aged between 15-18 years living in the areas is already very small. Generation Y were viewed as a real challenge to employers.



There is a need for a recruitment or local matching system within Moree as many people seeking work are not listed as unemployed. Many skilled people such as farmers which may need supplementary incomes to sustain their properties for example are potential part time workers but there is no way of matching who is interested with jobs available.



More support and information systems are required for business development.



Moree business appeared to be up to date with information which can be used to develop and attract skills, however, those seeking information further will now receive this through Council.



There were many other businesses and services which were identified as needed in the community which could be exploited if skilled people and resources were available.



All people in the community need to unite by mowing lawns, painting fences and filling empty stores with displays making the overall appearance more attractive. Parks and ovals seen as positive examples being well maintained and wonderful assets.



Traineeships and apprenticeships are difficult to fill and there is a real disincentive with training often being delivered in block releases in areas such as Tamworth. Serious educational options post high school needed locally and short courses need to relate to requirements of local industries.

74



Crime and racial issues within the community are overstated and we need to talk ourselves up not down.

Council has been impacted by the same issues as other businesses operating in the area, however, to date proactive workplace strategies have ensured Council remain one of the most sort after employers in the region.

In response to these findings Moree Plains Shire Council has: •

Worked with Regional Development Australia to bring monthly support to the Shire in relation to Migration matters. This service is provided to businesses and individuals by appointment at the Moree Community Library.

•

Worked with the “Make it Work Group” to complete an analysis of cross industry seasonal skills demands and review key skills to meet these demands.

•

Commenced work in association with the Member for Parkes has been undertaken to examine required changes to visa requirements for semi-skilled farm workers.

•

Significant work has been devoted to Crime Prevention Plans and working with agencies to improve this areas of concern.

•

Council continues to work closely with Charles Sturt University bringing remote student services to the Community Library on a regular basis and completes work via the Memorandum of Understanding with UNE.

•

The self-help “Moreejobs.com” currently remains as an option for individual businesses and job seekers to promote their selves without cost.

•

Introduction to the Brolga Project to location businesses and internally utilising students from this project annually.

•

Council is working with surrounding LG areas and TAFE to provide additional support in trade skill development in a manner that does not continually require extensive travel.

•

Council has commenced advertising with new publications including Walkabout Australia to expand our profile.

•

Council has invested significantly in advertising for senior positions which promote Moree first and position second. This includes large articles in the Australian Newspaper which has produced an excellent return on investment.

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Appendix J Community Overview: Moree Plains Shire According to the Australian Bureau of Statistics Local Government Report LG15300 (as at 20 March 2013), the following statistics apply to the Local Government Area of Moree Plains Shire: •

Total Population – 14,425 people being made up of 7,506 males and 6,919 females.

0.8 persons/KM2

•

2.1% of our population speaks a language other than English

•

45.8% of our population over 15 years hold a post-school qualification

•

The community is made up of 3,444 families, with 454 of these being single parent families

•

17.9% of community members moved within the Shire over the past year whilst 41.0% moved within the past 5 years

•

49.5% of occupied homes have internet access

•

Average individual income in the Shire is $38,199 (taxable and non-taxable individuals)

•

Average income from unincorporated business is $19,062

•

Males make up 52.9 % of wage and salary earners with females making up the remaining 47.1% Age 0-14 15-24 25-34 35-44 45-54 55-64 Over 65 65-74 75-84 Over 85

% of age wage/ salary earners by age group NA 18.8 21.8 23 20.6 12.6 3.2 (total for all below)

Occupations Managers Professionals Technical and Trades Community and Personal Services Clerical and Administration Sales Machinery Operators and Drivers Labourers

Total % of population by Age 22.7 12.1 13.5 14.6 14.1 11.4 (total below 11.6) 7.2 3.3 1.1 24% 11.9% 11.3% 7.5% 12% 7.7% 9.1% 14.2%

Unemployment rate of 8.2% (National Rate is 5.4%) 76

This information reveals a significant ability to improve productivity within the Shire by engaging those people not in employment or listed as unemployed.

4000 3580

3500

3335

3000 2500

Male Female

1980

2000

1690

1678 1514

1458

1500

1428

Indigenous Female

1341

1166

1000 500

722 431 400

Total Population

769 624

617 305 329

158 177

752

581

230 262

310

384 209

271 74 83

0 0- 4 Years

5 - 14 Years

15-24 Years

25-44 Years

Indigenous Male

45-64 Years

65 years & Over

Figure 5 - Moree Plains Shire population by Age

77

Appendix K Aboriginal and Torres Strait Islander Population According to the Australia Bureau of Statistics, the 2011 Census indicates that the number of persons residing within the Moree Plains Shire who identify as being of Aboriginal and Torres Strait Islander (or both) descent is 2,792. This represents 20.79% of the total Shire population with a slight increase from 19.4% in 2006.

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Appendix L Influences on Employee Turnover Ease of movement at a Macro Level Research has demonstrated that when it is easy to move from position to position, mobility increases. It is of course relevant that those most skilled and valued by an organisation will be those normally most able to move from organisation to organisation with relative ease in most markets.

Organisational Commitment As a significant relationship with turnover intentions and is a better predictor of turnover than overall job satisfaction. Organisational commitment is difficult to re-establish if what is coined the psychological contract formed is breached. In other words commitment to the employee is important when expecting commitment from the employee. Understanding what an employee expects of an organisation when recruiting is vital to ensure that this fit occurs. Organisations that over sell and under deliver promises to applicants will find that new employees quickly become disenfranchised. “Commitment” has three components, emotional commitment (affective) marries with identification with the organisation (fit); continuance based on costs that an employee perceives will be incurred if they left versus staying, and normative commitment or the obligation an employee feels when considering leaving or staying. Affective commitment is found to be the most significant indictor of turnover.

Job satisfaction Research moderately shows that people will move to a more interesting position, however, often they will move internally if this opportunity or project is available if organisational commitment is evident. This informs organisations on how to keep people working within an organisation and cautions them against attempts to keep employees static in one role. Work rotation and variation becomes important.

Characteristics of Employees There are no “typical” characteristics of employees with high turnover other than age and tenure.

Age alone is a poor indicator and is complicated by many other variables. The length of service is one of the best indicators of turnover with the longer the length of service the more likely the employee is to remain with an organisation. This informs organisations about the need to invest in people with longer lengths of service including training and development, where as typically much development is invested in newer and sometimes younger employees only.

Wages and Conditions There are mixed results when it comes to examining pay rates and retention. Indeed wage or pay increases as a reward extinguish quickly. Career advancement and opportunity and security of jobs are better indicators of stability. High performers will leave if they feel (perceive) they are poorly renumerated for their work compared to under performers or people in a similar market.

People show a preference to a regular wage than one which varies according to performance, or output and this appears to be related to human nature and the desire to be able to predict and 79

control (and budget). Some people who may benefit from additional wages due to higher output often rationalise this by understanding that they too may have times where this would not be achievable. Issues of discrimination and management of differences also becomes complicated in variable pay systems. People who intrinsically value money will change jobs for money but for people who have strong commitment to the organisation and enjoy their work, money becomes a poor indicator of turnover.

Training and Career Development When organisations invest in their people commitment is normally increased. People who selfinvest often do so in order to leave an organisation or become mobile or marketable. On the job or in-house training has a higher impact on retention than external training.

Apprenticeships and Trainees Often have a desire to remain with the organisation who developed them however many organisations do not generate pathways into some form of permanent employment to maximise from their investment. In addition the cohort for trainees and apprentices in Australia has changed over time with many older people entering through these systems after an extended school period.

Trainee wages often cannot sustain a family or older trainee and therefore support systems and wages need to be enhanced if successful completion is expected.

Career Commitment Many employees are committed to developing their career. Those with high career commitment but low organisational commitment will use their time with an organisation to their own end and move on. Where people with high career commitment can be developed internally and hence develop strong organisational commitment higher retention can be expected.

Rural and Lifestyle Factors A sense of belonging to a community is important and this is an issue in rural areas where it may take a long time to gain this acceptance. This is particularly true for people who are born overseas and for those working with an organisation but whoâ&#x20AC;&#x2122;s family are not engaged in the community or who cannot follow their religion or source their dietary needs. Resources must be committed to this embracing of new workers into an area along with their families. Isolation and distance from family and hence communication and transport links remain important. General factors including medical care, educational facilities and housing are significant. Professional isolation is also important to consider and leads organisation to invest in networks and links with other similar professionals.

Some jobs are considered stifling in a smaller town due to no separation of private time and work with people approaching them for example in Coles with a complaint. Management of boundaries for workers in stressful work environments becomes important.

Shocks Often predict the departure of an employee. This can be a positive or negative shock in the workplace or in the private domain. Managers can avoid most shocks by communicating with and managing employees.

80

Organisational Size Organisational size can limit career development and remuneration available. On the other hand, smaller organisations can develop strong commitment through their commitment to each employee as an individual.

Small organisations can generate multi-skills with talented people being given multiple roles or projects, however, this can become overly onerous if not managed carefully.

Unionisation Lower turnover is the result when Unions are able to secure better conditions for workers. A good organisational relationship with Unions can be a very positive indicator of retention.

Influence of Co-workers Has a high impact on turn over both with regards to positive or negative relationships in the workplace and peer views on moving jobs. Strong positive teams are a good indicator of commitment to the organisation and job satisfaction. People who are isolated or bullied will suffer from stress related illnesses or leave. Indeed such behaviour can be top down but also peer to peer or bottom up. Strong co-worker influence can appear as an impenetrable culture and hence determine level of fit.

Managers and Supervisors Relationship with these only has a moderate relationship with turnover.

Security of work Part time workers, casuals and temporary appointments tend to turnover more often than those with secure employment which marries with the employeeâ&#x20AC;&#x2122;s needs (eg full time, part time). Cost of recruitment, induction and development in line with this high level of turnover decreases the attractiveness of using casual labour.

Recruitment Practices Where employees resign or are dismissed in a short period from employment commencing, poor recruitment practises can normally be identified. This may include promising too much to the applicant and failing to deliver, attracting the wrong people for the wrong reason (eg attraction to the money rather than the position). Filling vacancies quickly may be attractive to organisations, however, poor recruitment and high turnover is even more expensive and in the long term damages organisational reputation.

Investment in sound induction programs is vital following recruitment.

Retention Strategies Cover the following range of issues: â&#x20AC;˘

Recruitment practises that paint a realistic picture of the organisation and position.

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Supporting new recruits through induction and through first months of employment.

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Providing clear career paths and opportunities for training and development.

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Include the consideration of life work balance and health factors.

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Keeping pay rates in line with market indicators.

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Offer a pleasant working environment (safe, free of bullying and harassment, ethical)

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Communicate with employees and consult on important matters.

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Ensure everyone knows their role in the bigger picture.

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Give clear directions and feedback.

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Praise good performance address poor performance (or else good employees will leave).

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Ensure consistency and equity is applied (workloads, decision making, treatment).

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Inspire through sound leadership who will apply all of the above to others and model this in their daily actions.

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Value and promote organisational reputation positively as employees are painted with the same brush (note this is an issue with Local Government often being criticised in the media and community).

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Moree Plains Shire Council Level 2 Max Centre Arcade 30 Heber Street Moree NSW 2400

Telephone: (02) 6757 3222 Fax: (02) 6752 3934 Email: council@mpsc.nsw.gov.au

Postal Address: PO Box 420 Moree NSW 2400

Web: www.mpsc.nsw.gov.au Facebook: www.facebook.com/MoreePlainsShireCouncil Twitter: https://twitter.com/moreeshire Adopted by Council on 27 June 2013