Acknowledgement of Country
Wagga Wagga City Council yali gulbali-yanhi ngurambang Wiradyuri.
Walumaldhaany-galang bala mayiny Wiradyuri.
Yindyamali-yanhi mudyiganggalang-bu balumbambal-bu balugirbam-bu.
Yindyamali-yanhi bagaraygan ngurambang-guwal-i yandu murunwigi Wagga Wagga-dha.
Ngiyanhi gulbali-bu yindyamali-bu guwiinyguliyalagu buyaa-bu giilaanggalam-bu.
Ngiyanhi gulbali-bu yindyamali-bu guwiinyguliyalagu dhaagun-bu bilagalam-bu nganha Wiradyuri-giyalang bala burrambin-bu nurranurra-bu.
Gulbali-yanhi Wiradyuri mayiny bagaraygan-guwal-bu bala yarruwala-bu waluwin-bu walanbam-bu dhirrangal-bu.
Wagga Wagga City Council acknowledges the traditional custodians of the land, the Wiradjuri/Wiradyuri people, and pays respect to Elders past, present and future and extends our respect to all First Nations Peoples in Wagga Wagga.
We recognise and respect their cultural heritage, beliefs and continuing connection with the land and rivers.
We also recognise the resilience, strength and pride of the Wiradjuri/Wiradyuri and First Nations Communities.
Executive summary
Wagga Wagga City Council (‘Council’) serves more than 68,000 residents every day. Our Local Government Area (LGA) is made up of the city, surrounding farmland and nine villages, including Collingullie, Currawarna, Galore, Humula, Ladysmith, Mangoplah, Oura, Tarcutta, and Uranquinty.
To meet the expectations of our community, we employ nearly 780 people who deliver a diverse range of services. We value our employees and their commitment to service, recognising that it is their contributions, experience, and expertise that drive our success.
With more than $15 billion of infrastructure projects planned for construction in Wagga Wagga and the surrounding Regional Murray region over the next 5 to 10 years along with projected population growth of 85,000 people by 2050 (aspirational ambitions to reach 100,000), means that we must develop and implement proactive strategies now to shape the future of our workforce.
As our city grows and evolves, the demand for Council services will also increase. Therefore, our workforce planning must be forward-thinking and adaptable to this changing environment.
The Workforce Resourcing Strategy 2025-2029 outlines how we will meet future workforce resourcing and capability needs. It provides an analysis of our current workforce while considering the impact of external factors, workforce trends, and anticipated demands.
This strategy sets out our strategic workforce priorities and actions for the next four years, ensuring we have the right people with the right skills to deliver on the goals outlined in the Community Strategic Plan: ‘Wagga Wagga 2050’, as well as the Delivery Program and Operational Plan.
Our six key workforce priorities include:
1. Transform Council into a Learning Organisation by investing in the development and wellbeing of our people.
2. Implement a continuous improvement approach to workforce planning and development.
3. Facilitate a culture that empowers our people to demonstrate positive leadership.
4. Establish an engaged, diverse and inclusive workforce that is connected to the vision and purpose of Council to deliver services to the community.
5. Develop and implement strategies and plans to strengthen our values-based organisational culture.
6. Ensure the safety, health and wellbeing of our people.
The Workforce Resourcing Strategy 2025-2029 also partners with various Council plans and programs that further drive workforce initiatives including:
• All Abilities Inclusion Action Plan
• Corporate Compliance Program
• Corporate Training Plan
• Child Safe Action Plan
• Equal Employment Opportunity (EEO) Management Plan
• First Nations People Employment & Retention Strategy
• Health & Wellbeing Strategy
• Reconciliation Action Plan
• Respect at Work Action Plan
• Work Health & Safety Management System
Our vision and guiding principles
Our Mission
Contribute to a vibrant growing community by providing excellence in leadership, and delivery of ‘best value’ infrastructure and services, supporting quality living in an improving sustainable environment.
Our Vision
To be acclaimed by our community for our passion, professionalism, and performance.
Our Values
Council’s corporate values are the guiding principles on which Council bases its beliefs and behaviour. They underpin all that Council does as an organisation.
Our four corporate values are:
• Trust
• Respect
• Innovation
• Teamwork
How our plan fits together
Wagga Wagga City Council is committed to the principles of integrated planning and reporting (IP&R) and this framework guides council in bringing plans and strategies together in a way that supports a clear vision for the future and provides an agreed roadmap for delivering community priorities and aspirations.
Community is at the heart of the IP&R framework, engagement is critical to understand the community’s vision for the future and priorities to feed into key elements of the framework.
Integrated Planning and Reporting
The Integrated Planning and Reporting (IP&R) framework forms part of the Local Government Act 1993. It was introduced in 2009 and has transformed the way councils in NSW develop, document and report on plans for the future of their communities.
Community Strategic Plan (CSP) – Wagga Wagga 2050
Wagga Wagga 2050, Community Strategic Plan (CSP), identifies the community’s vision for the future, long-term outcomes, and strategies to get there and how Council will measure progress.
Wagga Wagga 2050 must address 4 key questions:
1. Where are we now?
2. Where do we want to be in a minimum of 10 years’ time?
3. How will we get there?
4. How will we know we have arrived?
Delivery Program
The Delivery Program is a four-year plan which outlines Council’s commitment to achieving the outcomes and strategies of the CSP. The four-year plan aligns with the elected Councillors fouryear term and describes the elected council’s commitment to deliver against the CSP over those four years.
Operational Plan
The Operational Plan sits within the Delivery Program and identifies annual projects and activities to deliver against the Delivery Program outcomes. It includes council’s annual budget and Statement of Revenue Policy.
Resourcing Strategy
The Resourcing Strategy articulates the resources required to deliver the outcomes from the Community Strategic Plan, Delivery Program and Operational Plan.
The resourcing strategy includes:
• The Long-Term Financial Plan
• Workforce Management Plan
• Asset Management Plan
Reporting to our community
Reporting on the Community Strategic Plan, Delivery Program and Operational Plan is achieved through the following reporting mechanisms:
• Performance Reports – reported every 6 months
• Annual Report – delivered every 12 months
• State of the City Report – every 4 years, at the end of the Council term.
Measurement
The Office of Local Government (OLG) handbook notes that every strategy, activity and action across the entire suite of IP&R documents is to be allocated a measure to determine its success.
Indicators and performance measures enable us to report at each plan level.
For the CSP, community indicators are used to track trends and ensure the changes that have occurred are moving us towards our vision.
Vibrant Growing Sustainable Regional Leader
Wagga Wagga is a vibrant place to live, work and visit. We foster a thriving cultural, social, and recreational scene, where creativity, diversity and our rich cultural heritage are valued, and people feel safe and secure within our community.
Wagga Wagga is a progressive regional city with a strong economic future for our local government area and wider region. Wagga Wagga is the Southern Regional Capital of NSW.
We plan for future generations with a focus on sustainability. We protect the environment and embrace best practice as we move towards net zero emissions for the Community and Council.
Wagga Wagga is a regional leader. We lead by example and set the standard for innovation, collaboration and resilience driving progress. Our approach is underpinned by good governance and planning.
Our leadership team and service areas
Council delivers a diverse range of services, programs and projects designed to support and enhance the lives of our community. Our services currently span across seven Directorates, including Regional Activation; Community Services; City Engineering; Infrastructure Services; Economy, Business & Workforce; Chief Financial Office; and Chief Operating Office.
Each Directorate reports to the Office of the General Manager and is led by a Director, who are responsible for operations and deliverables.
General Manager
Peter Thompson
• Development Assessment & Building Certification
• Internal Audit
• Strategic Planning
Chief Operating Office
Scott Gray
• Customer Service
• Communications & Engagement
• Corporate Governance, Performance & Executive Support
• Information, Communication & Technology
• Information Management
Infrastructure Services Henry Pavitt
• Botanic Gardens, Zoo & Aviary
• Cemetery & Crematorium
• Civil Operations
• Open Spaces & Sportsgrounds
• Plant, Fleet & Buildings
• Sewer & Stormwater
• Tree Planning & Maintenance
City Engineering
Warren Faulkner
• Emergency Management
• Engineering Services
Community Janice Summerhayes
• Community Development
• Cultural Services
• Environment & Sustainability
• Museum of the Riverina
• Regulatory City Compliance
• Wagga Wagga Art Gallery
• Wagga Wagga City Library
• Wagga Wagga Civic Theatre
• Visitor Economy & Events
Chief Financial Office
Carolyn Rodney
• Finance
• Strategic Asset Management
Economy, Business & Workforce
Fiona Piltz
• Economic Development & Grants
• Gregadoo Waste Management Centre
• Land & Property
• Livestock Marketing Centre
• People & Culture
• Recreation Assets
• WHS
• Wagga Wagga Airport
• Wagga Leisure
Our workforce snapshot
As at 20 February 2025
9 years
Average length of service
44.32 years
Median age
16 Employment type
Work locations across the Wagga Wagga LGA
24
Identify as Aboriginal and Torres Strait Islander
11
Culturally or Linguistically Diverse employees
Trainees, Apprentices, Cadets & Graduates
Total workforce
Movements across employment types in 2023/2024
229
New starters (80 permanent, 108 casuals, 41 temporary)
221
Farewelled (78 permanent, 125 casuals, 18 temporary)
Generational mix
Age range 61-80
Most important when considering a new job
Baby
Boomer
(1946-1964)
Age range 46-60
Most important when considering a new job
Gen X (1965-1979)
Remuneration
Age range 31-45
Most important when considering a new job
Gen Y (1980-1994)
Age range 16-30
Most
Gen Z (1995-2009)
Key achievements
We are proud to celebrate several key achievements following the implementation of Council’s Workforce Resourcing Strategy in 2022.
First Nations People Employment & Retention Strategy
Action 3.3 Implement and support the initiatives from the Reconciliation Action Plan.
Council is committed to meaningful relationships and partnerships with our First Nations community.
In 2022, Council commenced consultation processes to develop the First Nations People Employment & Retention Strategy. The First Nations People Employment & Retention Strategy is a key initiative within the Wagga Wagga ‘Innovate’ Reconciliation Action Plan.
The First Nations People Employment & Retention Strategy 20242027 outlines our commitment to First Nations People in the Wagga Wagga Local Government Area and Wagga Wagga City Council employees in relation to supporting and investing in employment opportunities, training and development, and career development.
The strategy was developed through a process of consultation, genuine conversations and contributions from First Nations community members, industry representatives, and current and former First Nations and non-First Nations employees. Council also worked with First Nations Creative Agency Yirra Miya, and artist Leticia Anne Forbes who created the beautiful artwork you see in the document.
The strategy was successfully launched on 12 December 2024 and attended by First Nations community members, and First Nations and non-First Nations employees.
We look forward to the initiatives within the strategy creating meaningful and lasting impacts within our workforce and local Wiradyuri and First Nations community.
Key achievements
Trainee, Apprentice and Cadet program
Action 3.1 Develop and implement a traineeship, apprenticeship (including schoolbased traineeships), cadet and graduate program.
In 2023, Council began the process of rebuilding its focus on trainees, apprentices (including school-based trainees), and cadets. With the commitment of our General Manager, Executive Leadership Team, and Councillors, we set an ambitious target to achieve a 7% workforce quota for apprentices, trainees, and cadets by 2027. This target equates to 36 apprentices, trainees, and cadets.
Thanks to the strategic employment of a full-time People & Culture Officer dedicated to this initiative, Council has seen a remarkable increase in numbers, growing from 8 to 28 apprentices, trainees (including school-based trainees), and cadets across the organisation. We are also actively recruiting an additional 11 apprentices, trainees, and cadets this financial year, and have secured further apprenticeship and traineeship opportunities through the NSW State Government’s 'Fresh Start for Apprentices, Trainees, and Cadets Program.'
However, it’s not just the numbers that we celebrate—it’s the tangible outcomes: addressing skills shortages, providing career pathways and entry-level opportunities, and advancing equity and inclusivity within our workforce. These are the achievements we continue to strive toward.
The success of our program was further highlighted at the 2024 Local Government NSW Human Resources (HR) Conference in Sydney, where we had the opportunity to present to HR professionals from across the state. The positive feedback from these professionals is a testament to the dedication of the skilled employees driving this program. We are proud to share our knowledge and experiences with others in the industry.
Additionally, Council has been invited to join the 'Fresh Start – Workforce Development Working Group' and the NSW Training Awards selection panel for 2025.
Wagga Wagga City Council challenge day
Action 5.1 Conduct organisational cultural survey and implement actions to support alignment with Council’s values-based organisational culture.
In 2024, Council undertook its bi-annual employee engagement survey, with 61.9% of permanent employees participating.
With the survey results in hand, we set out to conduct a consultation process with a twist. Our goal was to gain deeper insights from employees and generate ideas for the best ways to respond to their feedback.
In September 2024, we invited all employees to take part in an interactive challenge day. This team-building, learning, and networking event involved participants being placed into random teams. Each team was given a series of tasks based on key areas for improvement identified in the employee engagement survey results. These tasks required teams to respond to various scenarios and generate ideas that would inform our 12-month action plan. Employees who couldn’t attend in person were able to live-stream the day’s events remotely and contribute ideas and feedback via online forums.
Some challenge tasks required written responses, while others took the form of presentations, videos, or handmade creations. Teams were scored based on their energy, synergy, effectiveness, and creative thinking.
The challenge day was a fun and engaging way for Council to receive employee feedback, and enabled participants to further develop and strengthen relationships across Council, to learn new skills and increase corporate knowledge, and to build confidence and leadership skills.
Our focus now is on implementing actions over the next 12 months in response to employee feedback to make Council an even better place to work.
New employee induction framework
Action 3.2 Review Council’s onboarding and induction program to engage and support a diverse, skilled and knowledgeable workforce.
In line with our people strategies to attract, retain and engage talent, in 2024 Council undertook a review of our New Employee Induction Framework.
The review was undertaken to:
• Align induction processes with Council’s commitment to becoming a Learning Organisation and our new ‘Be the Good News Story’ marketing campaign.
• Ensure induction information and resources were relevant and up to date.
• Introduce streamlined and consistent end-to-end induction processes.
• Implement processes to ensure new employees are completing mandatory corporate training i.e., Code of Conduct, Work, Health & Safety etc.
• Increase face-to-face engagement with new employees.
Over a 6-month period, the end-to-end review process incorporated systems, documents, forms and resources, ensuring a streamlined and consistent approach across each stage of a new employee’s onboarding and induction experience. Significant changes and updates included:
• Updates to documentation within Council’s onboarding system, DocuSign;
• Creation of the New Employee Induction E-Learning Module;
• Updates to Council’s New Employee Induction intranet pages including documentations, forms, templates, and handbooks (both for supervisors and new employees);
• Creation of a half day face-to-face New Employee Code of Conduct and Induction Workshop; and
• Review of all existing e-learning modules.
Changes to the framework have been well received by our supervisors and new employees with feedback outlining our New Employee Induction Framework provides informative and valuable information, easy to follow processes, and a balanced approach between face-to-face and online learning formats.
Leadership and culture framework
Action 2.1 Develop and implement Council’s Leadership and Culture Framework.
In 2023, Council undertook consultation with leaders across all supervisory levels for input to inform how we focus and invest in leadership development and supervisor skills.
The feedback was clear, leaders across all supervisory levels wanted Council to continue externally delivered leadership training and development offerings, but significantly, the call to action was for Council to provide informative and practical workshops for leaders to learn or refresh on supervisory skills and tasks.
In 2023 and 2024 Council provided current and aspiring leaders with learning, development and engagement offerings that directly aligned with the consultation feedback, including:
• A pilot program where 13 leaders embarked on an externally delivered industry leading leadership development program.
• A workshop style practical education session on ‘How the Money Works’ created and delivered in collaboration with internal subject matter experts.
• Lunch and learn sessions on ‘Creating Psychological Safety’ and ‘Leading Wellness’.
• A workshop style education session on ‘A practical Guide on Employee Entitlements’ created and delivered internally by subject matter experts.
• Externally delivered training for ‘New / Emerging Leaders’.
• A workshop style education session on ‘An Introduction to Leading People, Performance & Team Culture’ created and delivered internally by subject matter experts.
• Manager and Director leadership group discussion sessions covering a range topics of focussed on Council’s organisational culture looking at observations of current state, the ideal future state and what will help us get there.
• Externally delivered emotional intelligence training.
• Other learning and development initiatives offered to all employees that support positive leadership.
• 1:1 advice, coaching, support.
• Tools and templates created for leaders specific to their needs.
The practical education sessions delivered were a success, with participants providing positive feedback and key learnings. The sessions were repeated and are planned to continue to be delivered as part of Councils leadership and culture development initiatives. The 2023 consultation feedback also highlighted the need for leadership mentoring and a structured leadership program which continues to be explored.
Health & wellbeing initiatives
6.1 Develop and implement Council’s Health & Wellbeing Strategy.
In the past year, Council has worked with The OPUS Centre and made significant strides in health and wellbeing, particularly in addressing psychosocial hazards in the workplace. Following an employee-led psychosocial survey, we implemented six action planning workshops, bringing together employees from different areas to discuss their progress on priority actions, share successful strategies, and exchange insights with other areas. Additionally, we introduced Mental Toughness and Resilience training for employees and leaders, equipping them with the tools to integrate psychosocial hazard management into daily practices and conversations. This training has received outstanding feedback, and we plan to offer more sessions in the future.
In the broader health and wellbeing space, we have delivered several impactful initiatives, including nutrition sessions, musculoskeletal stretching and warm-up sessions for employees engaged in manual handling, and a range of activities for Men’s Health Week, such as a comedy session and a mental health discussion with a local men's health group founder. Other key initiatives have included a financial wellbeing workshop, Women's Health Week events featuring a nutrition session and mat Pilates class, and a talk by a Paralympian who sustained a workplace injury, delivered as part of Safe Work Month. These efforts reflect our commitment to fostering a healthier, more resilient workforce.
Awareness campaign video – preventing sexual harassment and bullying in the workforce
In 2024, Council took proactive and creative steps to implement an awareness campaign video, showcasing employees from across the organisation, for the prevention of sexual harassment and bullying in the workplace.
The purpose of the video was to raise awareness and create a supportive and safe environment for employees to report sexual harassment or bullying if it does occur.
The video is one of the many initiatives Council is implementing to actively prevent sexual harassment, sexual discrimination and victimisation in the workplace in response to the AntiDiscrimination and Human Rights Legislation Amendment (Respect at Work) Act 2022 and the National Enquiry and Report into Sexual Harassment in Australia Workplaces.
We are proud to announce, the video campaign has been nominated in the 2025 StateCover Awards, as a strategic and innovative safety and wellbeing initiative.
Key challenges
To inform our strategic workforce priorities, we have considered how the environmental context of work is rapidly changing, the challenges arising from this shift, and the initiatives we can implement in response.
Council continues to face workforce planning challenges in areas such as an ageing workforce, skill shortages, recruitment and retention, financial constraints, the public perception of Local Government, and the need to balance community demand with our workforce capacity.
These challenges are further compounded by emerging issues, including:
Challenges
Adapting to technology change
What are the workforce impacts?
• Ability to effectively integrate technologies to improve efficiency and service delivery (i.e., cloud computing, Automation, AI and self-service).
• Urgent need for digital literacy as a foundational skill across all roles (i.e., Microsoft Teams, SharePoint, One Drive, IT system training, social media video production).
• Urgent need for specialised digital roles and skills.
• Increasing community demand for digital content (i.e., online, social media).
• Cybersecurity risks – ensuring information, systems and data are safeguarded.
• Technological displacement – retraining and reskilling employees in roles impacted by automation.
• Ensuring responsible AI use through training and protocols.
Remote and hybrid work models
• Post-COVID acceleration to adopt remote and hybrid work arrangements.
• The importance of flexibility elevated by employees and job candidates.
• Balancing remote work with in-office requirements in maintaining employee engagement, team collaboration and organisational culture.
• Changing expectations for leaders to monitor employee performance and productivity effectively in a remote or hybrid setting.
• Shift in communication strategies and technology infrastructure.
• Increased competition for local talent – companies offering remote employment opportunities to people located anywhere.
Workforce wellbeing and mental health
• Ensuring a supportive work environment that addresses stress, burnout, mental health issues, and overall employee well-being.
• Implementing flexible work arrangements and policies that support employees' personal needs while maintaining service quality and productivity.
• Ability to build an ‘antifragile’ workforce that grows stronger through challenges and thrives in a changing environment.
• Growing need to develop people management skills (i.e., adaptability, emotional intelligence, collaboration, problem-solving, performance management, and a growth mindset).
Skills shortages and skills mismatch
• Ability to clearly identify and anticipate the skills needed medium and long term with rapidly evolving job requirements and as new technologies emerge.
• Skills gaps – data analytics, IT, digital services, project management, strategic planning, environmental sustainability.
• Need to prioritise training and investment in our workforce.
• Ability to compete with private sector for talent in specialised roles.
Key opportunities
Implementation of new Enterprise Resource Planning (ERP) system
Over the next 4 years, Council will also be embarking on a significant technology transformation project that will modernise how we work and serve the community. Commencing this year, Council will begin implementing TechnologyOne's comprehensive suite of modules (known as “OneCouncil”) across the entire organisation.
This change supports Council’s ICT Strategy to shift from individual standalone corporate software applications, to a centralised, Local Government dedicated Enterprise Resource Planning (ERP) solution. This major digital transformation project aims to deliver substantial improvements in operational efficiency, data accuracy and customer satisfaction, while creating a consistent and reliable experience for both employees and community members engaging with Council services.
Challenges it will address:
• Asset Management sprawl across many systems
• Lack of integrated software solutions leading to many issues
• Inconsistent data capture and accuracy
• Limited reporting and decision making ability through disparate systems
• Difficulties in support and resourcing of current environment
• Limited system development in current environment
• Cyber security challenges with current environment.
Development of new satellite work locations
Council’s workforce is currently spread over 16 work locations across the Wagga Wagga LGA. With the expansion and growth of the City, the need to deliver services to our community expands and grows as well.
As a result, Council will be required to establish new satellite work locations outside existing depots and offices for employees required to deliver services in these new areas. We anticipate these will include, but are not limited to, the areas of Bomen, Pomigalarna, and the Riverside Precinct.
The development of these new work locations enables employees, equipment and resources to be better positioned to deliver efficient services to the community.
Establishment of Wagga Leisure
In 2024, Council’s Oasis Regional Aquatic Centre underwent significant change to its business operating model and workforce as it transitioned to become, ‘Wagga Leisure’. The delivery of recreational services was expanded beyond aquatics to include the new Jim Elphick Tennis Centre, Workout Wagga Gym, Bolton Park Stadium and the Multi-Purpose Stadium.
This new model is still within early implementation stages and will continue to require ongoing review and evaluation as we introduce new positions, skillsets and expertise across all fitness and leisure facilities to support operations i.e., health and fitness, tennis coaching, and facility management and maintenance
Looking at the bigger picture
Along with the many challenges and opportunities impacting our workforce over the next four years, our city is also experiencing unprecedented growth and development. This growth will inevitably affect future resourcing, skills, and expertise needed to support ongoing delivery.
Some of the key strategic initiatives over the next four years focus on housing and supporting infrastructure across the city, including:
Key initiatives
Northern Growth Area and Southern Growth Area
What are the impacts on our city?
In 2024, Council accepted the funding offer of $70.79 million through the NSW Government’s Accelerated Infrastructure Fund (AIF) – Round 3. The funding is designed to assist in accelerating the availability of housing delivery in Wagga Wagga by providing critical infrastructure to support sewer upgrades in the Northern Growth Area (NGA) and transport demands in the Southern Growth Area (SGA)
The NGA is a key growth area including over 900 hectares of rural land north of Wagga Wagga in Hillgrove, Charles Sturt University and Downside and connects to existing and emerging communities in Gobbagombalin, Estella and the CSU University. There is an anticipated potential for an additional 6,000-9,000 dwellings in this area.
The SGA was identified for greenfield housing development, proposed to facilitate up to 5,500 new homes to support the City’s expected population growth. In addition to housing supply the development proposes:
• Mixed housing densities
• Community Centre
• Commercial/Retail
• Parks and Recreation
• Education facilities
Housing Innovation
Council play an important role in engaging with and planning for the community’s housing needs to ensure adequate residential land supply that is appropriately zoned and serviced to facilitate housing supply in the right locations and of the right type. Council is currently exploring different and innovative ways to meet unmet housing demand and address the known housing shortfalls.
One example of innovation is the Entry Point Housing initiative, a concept designed to encourage the development of housing that is targeted at entry point buyers who do not own other property. Council is currently advocating for an alternative development consent pathway that will encourage the take up of this housing type.
The draft Housing Strategy has also identified opportunities for Council to explore to assist in meeting Wagga’s housing needs.
Key initiatives
Strategic Planning
What are the impacts on our city?
Council’s strategic planning team is planning for the growth of our city towards a 100,000 people. We are working on several interlocking strategies and plans to ensure that the City can cement its role as the Southern Capital of NSW, including:
Housing
We are developing a Housing Strategy to respond to the growth of our community to 2041.
Greenfield development
We are working with the private sector to rezone land to the south of the city for a new community of 2,900 dwellings, a local centre, community and recreation facilities, open space and walking, cycle and vehicle connections with the city centre.
We are progressing a structure plan and plans to rezone over 900 ha of rural land for a new community of over 6,000 dwellings to the north of the city. The new community will include new local centres, community and recreation facilities as well as open space and walking, cycling and vehicle connections with surround development and the city centre.
Industry
We continue to work closely with the State Government to develop 1,300ha of industrial land at the Special Activation Precinct and the Riverina Intermodal Freight and Logistics Terminal, which provides overnight rail connection to international ports.
We are supporting the development of the Economic Development Strategy that will map out the areas of focus within our economy over the next 10-15 years.
Infill development
We are developing a delivery plan for the Wagga Health and Knowledge Precinct to activate the State Government’s investment of over $450M in the Wagga Wagga Base Hospital.
We are working closely with the business community to develop a masterplan for the city centre to increase activation in the streets and strengthen the diverse economy.
We are working with the State Government to unlock the development of social and affordable housing in the Tolland Renewal Area.
Our strategic workforce priorities
At the core Council’s Workforce Resourcing Strategy are the four focus areas within our Community Strategic Plan: Wagga Wagga 2050 - vibrant, growing, sustainable, and a regional leader. The aspirations and priorities of the community have guided the development of these focus areas.
By aligning with our strategic workforce priorities within this plan, we aim to ensure that Council’s resources and capabilities support these four focus areas. This will also help us achieve one of our key strategic objectives under ‘Regional Leadership’: to provide professional, innovative, accessible, and efficient services to our community.
Priority 1
Transform Council into a Learning Organisation by investing in the development and wellbeing of our people.
Strategic workforce priorities: Priority 1
Council recognises that learning engages and motivates employees to make a meaningful impact, and that practical experience is essential for professional success. For this reason, one of our key strategies is to transform Council into a learning organisation.
Our philosophy as a learning organisation is one that continuously reinvents itself. A learning organisation goes beyond training and programs, it’s about fostering a culture and mindset shift towards continuous improvement, shared knowledge and adaptability.
We are committed to investing in the development and wellbeing of our employees, creating a reputation and working environment that attracts and retains the best and brightest minds. We want everyone to view Council as a place where they can shape their future.
At the core of our learning organisation is ‘Building your Career at Council’, which is supported by four focus areas: Preview, Launch, Maintain, and Grow.
Preview your possibilities
Explore diverse career paths at Council - initiatives that attract talent and help employees build fulfilling careers aligned with their strengths and passions.
Maintain your growth: Continuous learning
Fostering a culture where learning never stops. Through personal and professional development, we ensure employees stay current, adaptable, and equipped for an evolving workplace.
What we aim to address
• Retaining and engaging talent i.e. competition for resources.
• Ensure our staff gain new skills, expertise and understanding, as well as learning to better use the skills they already have to address skill shortages and talent gaps for speciality and technical skills.
• Perception of Local Government and limited knowledge of what Council does and how you can build your career with council.
Launching careers
Providing the momentum employees need - whether starting fresh, transitioning roles, or taking the next step. Our initiatives ensure support from day one, setting employees up for success.
Grow your future
Structured career progression through collaboration and knowledge sharing. We empower employees to take charge of their development, advancing through real-world experience and continuous learning.
Outcome
• A learning culture of opportunity and growth for all employees is embedded.
• Reputation as an employer is enhanced:
• Council is a distinguished name on an employee’s resume.
• Council is known for exceptional support and development of its employees.
• Council is a leader in career building.
• Learning engages and motivates employees to make a difference.
• Career paths are shaped – employees are not limited to their current role.
• Increased productivity and performance.
• A more adaptable and flexible workforce.
Priority 2
Implement a continuous improvement approach to workforce planning and development.
Strategic workforce priorities: Priority 2
Council continues to focus on developing divisional area resourcing plans in alignment with our high-level strategies outlined in the Workforce Resourcing Strategy 2025-2029. Given the diversity of service areas, the divisional area resourcing plans are developed in consultation with each business unit, allowing Council to improve workforce planning and development at an operational level.
The divisional area resourcing plans consider information obtained through Council’s annual service planning process along with:
• Foreseeable changes likely to impact on workforce requirements.
• The ability to deliver services with current resourcing.
• Skills gaps.
• Impacts if additional resourcing is unavailable.
• Critical positions and succession planning including opportunities for trainees, apprentices, cadets and graduates.
• Employee movements such as employee separations and retirements.
• Emerging leaders.
The reason for this approach is to:
• Be proactive in workforce planning and development at a business unit level to meet current and future resourcing needs.
• Develop practical and detailed plans that inform decision-making and management planning.
• Implement a streamlined and systematic review process across Council that identifies trends and emerging issues.
What we aim to address
• Preparing and planning for changing workforce environments i.e. expansion of service delivery, restructures, employee separations and retirements etc.
• Adapting to an age-diverse workforce.
• Knowledge and skills are maintained and transferred i.e. critical roles, employee separations and retirements etc.
• Mitigate the number of established roles that sit vacant within the organisation and ensure temporary and casual arrangements are in accordance with legislative requirements.
Outcome
• Skills shortages are predicted and planned for.
• Operational and Delivery Plan objectives are met.
• Workforce resourcing considered from the beginning.
• Agile workforce that is adaptable and equipped to respond to changing work environments and service and delivery priorities.
Priority 3
Facilitate a culture that empowers our people to demonstrate positive leadership.
Strategic workforce priorities: Priority 3
Council continues to focus on and invest in leadership development and supervisory skills across all levels of leadership. With nearly 25% of our permanent workforce holding supervisory positions, building leadership and management capability in our current leaders, as well as identifying and developing emerging leaders, is critical for Council to meet its strategic and operational objectives.
Our strategic and consultative approach to leadership development is designed to support this goal.
Our leadership and culture initiatives align with our organisational values and workforce needs, adopting a blended approach that combines externally delivered training and development programs with internally developed, practical workshops led by subject matter experts within the organisation.
What we aim to address
• Improving leadership skills and accountability.
• Managing poor conduct and performance.
• Opportunities for career development and advancement.
• Supporting our leaders to be adaptive, empathic, and skilled in navigating change and complexity.
Outcome
• Capable and people focused leaders across the organisation.
• Leaders are empowered to make considered decisions, manage employee performance, and are accountable for their performance and their team’s.
• Leaders have the skills, knowledge and attitude to deliver on our strategic and community priorities.
• High performing employees identified as emerging leaders, are successful for leadership roles building organisational capability.
Priority 4
Establish an engaged, diverse and inclusive workforce that is connected to the vision and purpose of Council to deliver services to the community.
Strategic workforce priorities: Priority 4
Our workforce continues to be Council’s greatest asset and one of our largest investments. Over 37% of Council’s total operating expenditure is allocated to workforce costs. As of 20 February 2025, Council employs 776 individuals across 16 work locations, delivering services to our community in roles spanning from A to Z (Arboriculturists to Zoo Keepers).
To succeed in delivering the objectives of the Community Strategic Plan: Wagga Wagga 2050, the Delivery Program, and the Operational Plan, Council requires the right people with a diverse set of skills and experiences. We know that, in the broader employment market, access to skilled talent is highly competitive, particularly in specialised skill areas. To remain competitive, we recognise that our recruitment, attraction, and retention practices must exceed employee expectations.
Over the next four years, we will continue to build upon and improve existing initiatives, such as the 'Build Your Career at Council' campaign, Council’s transformation into a Learning Organisation, and the Trainee, Apprentice & Cadet Program. Additionally, we will enhance diversity and inclusion employment initiatives supported by various strategic documents.
We will also review our existing processes related to flexible and remote working arrangements, as well as Council’s salary system, to ensure we stay current and competitive.
What we aim to address
• Retaining and engaging talent i.e. competition for resources.
• Skill shortages and talent gaps for speciality and technical skills.
• Perception of Local Government and limited knowledge of what Council does and where we can take your career.
• Managing our ageing workforce and facilitating knowledge transfer.
Outcome
• People strategies that attract, retain and engage talent.
• Vacancies filled with appropriately skilled people.
• Career paths and entry level opportunities are available.
• Supervisors are equipped to lead in the new environment of hybrid and flexible ways of working.
• Increased number of women in senior management positions.
• Increased number of First Nations, Culturally and Linguistically Diverse employees, and people living with a disability within our workforce.
Priority 5
Develop and implement strategies and plans to strengthen our values-based organisational culture.
Strategic workforce priorities: Priority 5
In 2024, Council conducted our Employee Engagement Survey in partnership with Xref Pty Ltd.
The overall workforce response rate (including permanent, casual, and temporary employees) was 39.5%, with the permanent workforce response rate at 61.9%. This represents an increase of over 18% compared to the previous survey conducted in 2021.
The Employee Engagement Survey is one of several important feedback methods Council uses to understand and improve our employees' experiences. It allows us to measure employee satisfaction and commitment, identify areas for improvement, enhance communication, and evaluate the effectiveness of leadership. Additionally, it helps us assess previous initiatives, asking questions such as: Were they effective? What gaps remain? What are the shifting priorities and expectations?
The survey results showed a strong employee engagement score, reflecting job satisfaction and commitment to the organisation. Specifically, 89% of employees agreed with the statement, "I like the kind of work I do," and 87% agreed, "I believe in the overall purpose of Council." Teamwork also scored highly, with 86% of employees agreeing, "My co-workers give me help and support," and 83% agreeing, "I have confidence in the ability of my co-workers." Other high-performing areas (with scores above 70%) included Values, Health & Safety, Flexibility, Resources, and Supervision.
However, results were less favourable in the areas of Recognition, Leadership, Cross-unit Collaboration, and Career Opportunities, with scores below 40%.
To address these areas for improvement, Council has developed an Employee Engagement Action Plan in consultation with our employees. This plan aims to address the identified challenges and incorporates many initiatives outlined in the Workforce Resourcing Strategy.
What we aim to address
• Understanding the drivers of employee engagement unique to Council’s workforce.
• Perception of a lack of reward and recognition by employees.
• Perception of inflexibility and a lack of innovation and creativity in our operations.
• Breaking down of a silo mentality across directorates.
• Retaining and engaging talent.
Outcome
• Meaningful changes are implemented based on employee feedback.
• Highly engaged employees feel heard at work.
• A cohesive and collaborative organisation.
• Employees are empowered to take appropriate risks and implement new and innovative ideas.
• Employees feel valued and recognised for their contributions.
• An agile, high-performance, values-based culture through common goals and understanding.
Priority 6
Ensure the safety, health and wellbeing of our people.
Strategic workforce priorities: Priority 6
Work Health & Safety (WHS) is essential to the overall success and sustainability of our organisation. With a workforce of approximately 780 employees, ensuring a robust WHS framework is not only a regulatory requirement but also a critical element in promoting employee wellbeing, minimising workplace risks, and fostering a culture of safety and care.
Council has recently adopted a new staffing model to support WHS across the organisation. This change was necessary to align with our strategic direction by providing additional resources and support, enabling employees and leaders to meet their roles and responsibilities under the WHS Act and implement Council’s WHS management system.
In addition to supporting legislative compliance, the new model is crucial for operational effectiveness and employee engagement. We recognise that a well-resourced WHS strategy reduces absenteeism, lowers turnover rates, mitigates the risk of workplace incidents, decreases workers' compensation costs, improves employee engagement, and highlights our strategic focus on wellbeing and care for our employees.
This model also enables Council to develop strategies to address emerging risks and safeguard the wellbeing of all employees, particularly in the area of psychological and psychosocial health, as we respond to the increasing complexity of workplace hazards beyond physical safety.
A culture that prioritises safety and wellbeing allows Council to protect our workforce, comply with legal requirements, foster continuous improvement, and create a positive, supportive work environment that strengthens loyalty and enhances performance.
What we aim to address
• Ensuring a safe, healthy and supportive work environment for all employees, contractors and visitors.
• Ensuring the consistent application of our Work Health and Safety Management System (WHSMS) across all Council activities.
• Strengthen initiatives to improve employee health including psychological and psychosocial wellbeing to foster a more supportive and resilient workplace.
Outcome
• A safer and more skilled workforce.
• Council to achieve its intended goals for the WHS Management System.
• Council complies with our legal responsibilities.
• Continuous improvement is embedded in our safety culture.
• Improve the information and resources available to Council’s workers in relation to well-being and psychological health and safety.
Workforce Resourcing Strategy 2025-2029 Action Plan
1. Transform Council into a Learning Organisation by investing in the development and wellbeing of our people.
A learning culture of opportunity and growth for all employees is embedded.
• Reputation as an employer is enhanced:
• Council is a distinguished name on an employee’s resume.
• Council is known for exceptional support and development of its employees.
• Council is a leader in career building.
• Learning engages and motivates employees to make a difference.
• Career paths are shaped – employees are not limited to their current role.
• Increased productivity and performance.
• A more adaptable and flexible workforce.
2. Implement a continuous improvement approach to workforce planning and development.
• Skills shortages are predicted and planned for.
• Operational and Delivery Plan objectives are met.
• Workforce resourcing considered from the beginning.
• Agile workforce that is adaptable and equipped to respond to changing work environments and service delivery priorities.
1.1 Develop and implement Council’s Corporate Training Plan aligned with the Individual Performance Development Program, compliance requirement and people strategies.
1.2 Implement Council’s Learning Organisation Strategy.
1.3 Design, develop, and deliver a variety of tailored learning programs that align with the knowledge area and the diverse learning needs of employees. This includes the use of multiple delivery methods to ensure effective knowledge transfer and skill development.
2.1 Develop and implement divisional area workforce plans within annual service planning processes.
2.2 Implement systematic reviews of divisional area workforce plans to identify trends and emerging issues.
3. Facilitate a culture that empowers our people to demonstrate positive leadership.
• Capable and people focused leaders across the organisation.
• Leaders are empowered to make considered decisions, manage employee performance, and are accountable for their performance and their team’s.
• Leaders have the skills, knowledge and attitude to deliver on our strategic and community priorities.
• High performing employees identified as emerging leaders, are successful for leadership roles building organisational capability.
4. Establish an engaged, diverse and inclusive workforce that is connected to the vision and purpose of Council to deliver services to the community.
• People strategies that attract, retain and engage talent.
• Vacancies filled with appropriately skilled people.
• Career paths and entry level opportunities are available.
• Supervisors are equipped to lead in the new environment of hybrid and flexible ways of working.
• Increased number of women in senior management positions.
• Increased number of First Nations, Culturally and Linguistically Diverse employees, and people living with a disability within our workforce.
3.1 Develop and implement Leadership and Culture initiatives and development opportunities aligned to organisational values, workforce needs and provide opportunities for all employees to engage in activities to enhance leadership capabilities across the organisation.
4.1 Implement and support the workforce initiatives from Council’s:
• All Abilities Inclusion Action Plan
• Child Safe Action Plan
• Equal Employment Opportunity (EEO) Management Plan
• First Nations People Employment & Retention Strategy
• Reconciliation Action Plan
4.2 Continue to develop and implement Council’s Trainee, Apprentice & Cadet Program.
4.3 Review and update Council’s Equal Employment Opportunity (EEO) Management Plan.
4.4 Develop and implement Council’s new salary and progression system in accordance with the Local Government (State) Award and industry standards to support employee retention and reward performance.
Workforce Resourcing Strategy 2025-2029 Action Plan
5. Develop and implement strategies and plans to strengthen our values-based organisational culture.
• Meaningful changes are implemented based on employee feedback.
• Highly engaged employees feel heard at work.
• A cohesive and collaborative organisation.
• Employees are empowered to take appropriate risks and implement new and innovative ideas.
• Employees feel valued and recognised for their contributions.
• An agile, highperformance, valuesbased culture through common goals and understanding.
4.5 Review the ‘Working With Council’ external webpages in accordance with the ‘Build Your Career at Council’ promotional activities to attract and engage skilled employees.
4.6 Develop, review and implement guidelines for remote working, flexible work, and 9-day fortnight arrangements.
4.7 Continue to review and update Council’s Position Descriptions including a review of licence, ticket and qualification requirements across all Council positions.
4.8 Review organisational salary data in conjunction with industry figures and make recommendations in relation to gender pay gap initiatives.
5.1 Conduct Council’s bi-annual Employee Engagement Survey and implement actions to support Council’s values-based organisational culture.
5.2 Consider the findings and recommendations within the Recognition and Reward in Local Government Research Project as part of Council’s broader reward and recognition initiatives.
5.3 Conduct employee commencement and exit surveys to gain insights related to employee’s experiences and to support improvement initiatives.
6. Ensure the safety, health and wellbeing of our people.
• A safer and more skilled workforce.
• Council to achieve its intended goals for the WHS Management System.
• Council complies with our legal responsibilities.
• Continuous improvement is embedded in our safety culture.
• Improve the information and resources available to Council’s workers in relation to well-being and psychological health and safety.
6.1 Develop and implement Council’s Health & Wellbeing programs and initiatives.
6.2 Implement the Work Health & Safety Management System in accordance with ISO 45001.
6.3 Implement the actions and activities detailed within the StateCover Self Audit Action Plan.
6.4 Undertake and external audit of Council’s Work Health & Safety Management System.
6.5 Implement Council’s new safety reporting system.
Our workforce data
Workforce budget
Council’s total operating expenditure budget for the 2024/2025 financial year is 159.32 million, with the workforce budget component totalling approximately $59.8 million.
The table below shows the majority of the $59.8 million is funded from general purpose rate revenue, with the remaining funds from either grants, borrowings, recovered from projects, or separate Council business function reserves.
Table 1: Workforce budget by funding source
Total workforce
*Note: As at 20 February 2025
• Council’s total workforce represents 2.0% of employed residents within the Wagga Wagga Local Government Area.
• Total workforce comprises of 776 employees including:
• 439 permanent (full time and part time)
• 265 casual
• 41 temporary
• 31 trainees, apprentices, cadets and graduates (including school-based trainees and apprentices)
• Council’s workforce is also supported by the valuable contributions of our volunteers and day labour hire workers across multiple service areas.
Table 2: Total Workforce by Employment Type
Permanent workforce
• Council’s full time equivalent (FTE) is currently 527.35 positions across eight directorates.
• Our permanent workforce (439 employees) comprises of 404 full time employees and 35 part time employees.
Table 3: Full time equivalent (FTE) by Directorate
Table 4: Permanent workforce by employment type
Permanent workforce age
*Note: As at 20 February 2025
• The average age of our permanent workforce is 44.32 years, ranging from 18 – 73 years.
• Approximately 36% of our permanent workforce is aged over 50 years, with 52 employees aged over 60 years.
• Notably, since the implementation of Council’s previous Workforce Resourcing Strategy in 2022, the average age of Council’s permanent workforce has decreased by 3.19%. The number of employees aged over 60 years has also decreased by over 17%.
• The average age of our casual workforce is 30.4 years, ranging from 16 – 72 years. The youngest cohort by employment type is our trainees, apprentices, cadets and graduates with an average age of 27 years, ranging from 16 – 43 years of age.
Table 5: Permanent workforce by age
Permanent workforce gender
• Our permanent workforce is made up of 40% female employees and 60% of male employees.
• Within the permanent workforce we continue to see stronger male representation across engineering, civil operations, sewer and stormwater services, parks and strategic operations, and stronger female representation across community services and administrative type positions.
• In review of the total workforce (i.e., casual, temporary, trainees and apprentices etc.), the gender divide is relatively equal with 50.39% female employees and 49.61% male employees.
• Female representation is significantly higher in casual employment, making up over 69% of employment. This trend is consistent with data in the previous Workforce Resourcing Strategy in 2022 (previously over 74%).
Leadership positions
Council’s gender distribution across management and supervisory positions is shown below. Currently, female employees make up 34% of management and supervisory positions across the organisation.
Table 7: Leadership positions by level and gender
Separations
• Separations rates appear to be returning to pre-Covid separation figures. Like many organisations, Council experienced unprecedented separations rates post-Covid during the ‘great resignation’.
• The voluntary separation rate (i.e., initiated by the employee), for permanent employees during 2023/2024 was 11.63%. This rate excludes casual and temporary employees.
• The separation rate for new employees in 2023/2024 (i.e., employees with less than one year of service), was 1.59%.
• Exit survey data collated over the last 12 months, identified family and/or personal as the leading reason why employees are leaving Council, followed by career progression, relocation, and management decisions.
Note: Separation rate is based on Council’s full time equivalent (FTE) as at 1 December each year.
Table 9: New employee separation
Attraction
During onboarding and induction processes all new employees are asked to provide the main reason for applying for a position at Council. A summary of collated data over the last 12 months is provided in Table 10 with the top-ranking reasons being ‘The Position Itself’ and ‘Career Progression/Opportunity’. These top-ranking trends are consistent with data collated in 2022.
Length of service
Table 10: New Employee’s reasons for applying at Council
The average length of service in Council permanent workforce is 9 years. Over half the permanent workforce (65%) has less than 10 years of service with approximately 46% of employees with five years of service or less.
*Note: As at 20 February 2025
Table 11: Permanent workforce by length of service Our workforce data
Diversity and inclusion
The below table demonstrates the existing diversity groups within Council’s total workforce, noting it is not a mandatory requirement to disclose this information and employees may elect not to do so.
Council acknowledges there are many factors influencing whether employees self-report diversity data and that this can contribute to under-reporting. Council continues to encourage employees to self-identify as being a part of a diversity group, in order to build a more accurate picture of the workforce.
Female employees Aboriginal & Torres Strait Islander employees
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