glen innes severn council · and employee opinion survey, council has identified strategic...

Glen Innes Severn

Council

Workforce Plan

2011-2016

23 June 2011

TABLE OF CONTENTS

INTRODUCTION AND EXECUTIVE SUMMARY ................................................................................. 3

WORKFORCE PLANNING – THE PROCESS ..................................................................................... 5

RELATED KEY DOCUMENTS ................................................................................................................ 5

COUNCIL’S STRATEGIC DIRECTION AND OBJECTIVES .............................................................. 6

Council’s Vision ...................................................................................................................................... 6

Council’s Slogan .................................................................................................................................... 6

Mission Statement ................................................................................................................................. 6

Values ...................................................................................................................................................... 6

Strategic Direction and Objectives ...................................................................................................... 6

CRITICAL POSITIONS AND ISSUES .................................................................................................... 7

Critical Positions..................................................................................................................................... 7

Critical Workforce Planning Issues Identified by MANEX ............................................................... 7

Critical Issues Identified in Council’s Employee Opinion Survey ................................................... 8

COUNCIL’S PROFILE AND WORKFORCE DEMOGRAPHICS........................................................ 9

Council Profile ........................................................................................................................................ 9

Map of Glen Innes Severn Council Local Government Area ........................................................ 10

Organisation Structure 1 July 2011 ................................................................................................... 11

Workforce Profile and Equal Employment Opportunity Statistics: April 2011 ............................ 12

Workforce Age Profile ......................................................................................................................... 13

Staff Years of Service ......................................................................................................................... 14

Staff Turnover 2007 - 2010 ................................................................................................................ 15

Permanent Staff Positions Approved by Council at 30 June 2010 .............................................. 16

Qualifications Audit – April 2011 ....................................................................................................... 23

KEY STRATEGIES .................................................................................................................................. 30

WORKFORCE STRATEGIC PLAN 2011 / 2016 - ACTION PLAN .................................................. 32

Become an Employer of Choice ........................................................................................................ 32

Foster a One Council Culture ............................................................................................................ 37

Create a Sustainable Workforce........................................................................................................ 39

Promote Health and Wellbeing .......................................................................................................... 43

Resource the Future ............................................................................................................................ 44

INTRODUCTION AND EXECUTIVE SUMMARY

The effective management of human resources is critical to Council during this time of organisational change and realignment. As Council faces the challenges of Integrated Strategic Planning, the knowledge, skills and creativity of its employees will be central to its ability to respond to community expectations and the ever changing demands placed on modern Local Government. Long term workforce planning will focus Council on developing a workforce and work environment that maximises its ability to be at the forefront of the Local Government industry, providing best practice customer service. Utilising information gathering processes such as the Community Engagement Strategy and Employee Opinion Survey, Council has identified strategic priorities that are important to the community and members of Council’s workforce. These processes have also provided a means by which Council can assess its strengths and weaknesses and the resources and improvements needed to maintain and improve service delivery into the future. Priorities identified through the Community Engagement Strategy and included in Council’s Community Strategic Plan include a stronger focus on economic development with the encouragement of more business and industry investment. This is to be achieved through the CBD Master Plan implementation, creation of employment opportunities, securing long term water resources, improvements to roads infrastructure, upgrading the Glen Innes Swimming Pool, sustainable environmental practices and continuous learning. The Insync Employee Opinion Survey conducted in late 2009 highlighted issues that were of high importance to members of staff. Although Council rated well in areas such as health and safety, leadership, performance / work outcomes and customer service, the survey also highlighted areas that can be improved. High on the priority list for staff were; being valued, trust and cooperation between work areas, having sufficient resources to complete workloads, adequate incentives and career opportunities, and being able to balance work / life demands. The Workforce Strategic Plan has been developed to address issues and gaps highlighted in the Employee Opinion Survey, increase the day-to-day effectiveness of managing Council’s workforce, and align workforce planning processes with Council’s Vision, Mission, Values and Strategic Objectives developed through the Community Engagement Strategy and encapsulated in the Community Strategic Plan. Alignment of Council’s human capital with Council’s strategic objectives is an important process that will improve service delivery to the community in the medium to long term. This will be attained through the development and retention of a skilled workforce, a culture of performance management, improved workforce communication, preservation and transfer of knowledge and skills, and higher levels of staff morale and satisfaction arising from the implementation of Council’s Strategic Priority to become an Employer of Choice. To achieve this, Council has indentified the following five (5) key strategies, drawn primarily from the Community Strategic Plan and Employee Opinion Survey:

1. Become an Employer of Choice;

2. Foster a One Council Culture;

3. Create a Sustainable Workforce;

4. Promote Health and Wellbeing;

5. Resource the Future.

Each of the key strategies is underpinned by an Action Plan and a series of outcomes and objectives / strategies, the achievement of which is largely dependent on the commitment and cooperation of key stakeholders. Council is committed to supporting the implementation of the objectives, which will be reviewed annually by the Human Resources Section and reported to MANEX and Council.

WORKFORCE PLANNING – THE PROCESS

Strategic workforce planning is the alignment of an organisation’s human capital with its corporate and business objectives. It analyses the current workforce to determine future workforce needs based on strategic objectives, by identifying the gap between the present and the future and implementing solutions to enable the organisation to achieve its mission, goals and objectives. Workforce planning seeks to ensure that an organisation has access to a workforce with the skills, knowledge and ability to undertake the activities required to achieve corporate objectives, taking into account such factors as the projected loss of knowledge through employee exits and the projected knowledge and skill requirements for maintaining and advancing the business. Knowledge and skill requirements may include technology, new roles, maintenance and security of key workforce intelligence, or new business demands.

RELATED KEY DOCUMENTS

Glen Innes Severn Council (GISC) Community Strategic Plan 2011-2021;

GISC Prospering Community Delivery Program 2011-2015;

GISC Aged and Disability Services Strategic Plan 2008-2018;

GISC 10 Year Strategic Plan for Community Services (2008-2018);

Insync Surveys Employee Opinion Survey Report (Nov – Dec 2009);

GISC Customer Service Standards;

GISC Communication Policy;

GISC Equal Employment Opportunity Management Plan;

GISC Aboriginal Employment Strategy;

GISC Human Resources Policy Statement Register.

COUNCIL’S STRATEGIC DIRECTION AND OBJECTIVES

Council’s Vision

To lead a confident, inclusive community that is resilient and proud of its spirit and collective achievements, heritage and environment.

Council’s Slogan

Embracing change, building on history.

Mission Statement

To be a responsive, effective, and efficient Council that advocates, facilitates and provides for the wellbeing of our community and area.

Values

Respect;

Integrity;

Courage;

Honesty.

Strategic Direction and Objectives

Employer of Choice – Become an employer of choice by growing Council’s capacity to deliver existing and future activities and functions.

One Council Culture – Continue to build a ‘one-Council’ culture across all worksite locations to improve organisational efficiency and service delivery to our community.

Road Management – Continue the review of our existing road network, and plan for the future in order to maximise use of available funding for the maintenance of this infrastructure.

Climate Change – Monitor emerging climate change trends that may shape our long term planning.

Integrated Water Cycle Management – Engage our community in the development of an integrated water cycle management strategy.

Land Use and Economic Development – Engage our community in integrated planning incorporating land use, economic development, infrastructure and social policy that reflect and retain the character of our natural and built environment.

Financial Management – Continue to improve financial management and accountability.

Quality of Life and Well-Being – Continue to build quality of life and well-being by: Attracting external funding to foster community services expansion; Fostering a healthy, vibrant and learning community; and Recognising and respecting our diverse cultural heritage, including out Aboriginal community.

Communicate – Continue to improve our open communication with our community.

Community Leadership – Glen Innes Severn Councillors provide community leadership by being aware of, and appropriately responding to, broader community issues of a more political nature.

CRITICAL POSITIONS AND ISSUES

Critical Positions

Certain positions within Council’s workforce are more critical than others in achieving Council’s strategic objectives. As part of the workforce planning process, it is essential to identify these positions and their alignment to the Community Strategic Plan versus those that play a less critical role.

In broad terms, positions can be divided into the following four (4) categories:

Critical to strategic objectives: Positions that are vital to service delivery and where the delivery of services or achievement of goals would cease immediately or very nearly immediately if positions were to remain unfilled.

Central to strategic objectives: Positions that are essential for service delivery but could remain unfilled in the short term without immediate cessation of service delivery or outcomes.

Support strategic objectives: Positions that provide essential support but could remain individually unfilled for the medium to long term without a significant impact on overall service delivery.

Misaligned or non-aligned with objectives: Positions that have, for whatever reason, become misaligned with objectives and are not required for service delivery in their present form.

Using the above definitions, Council has identified the following positions as critical to the delivery of strategic objectives:

Finance Manager;

Health and Building Surveyors;

Town Planner;

Engineers;

Team Leader Children’s Services;

Water services staff;

Rates Officer;

Pay Officer.

Critical Workforce Planning Issues Identified by MANEX

Council’s senior management team has identified the following issues as being of critical importance in the maintenance and development of Council’s human capital and the delivery of Council’s strategic objectives:

Ageing workforce;

Attraction and retention of staff;

Skills shortages;

Increased workloads and workplace health and wellbeing;

Bureaucratic expectations and the resources required to meet these.

Critical Issues Identified in Council’s Employee Opinion Survey

In November / December 2009, Council engaged Insync Surveys Pty Ltd to conduct an Employee Opinion Survey. The survey achieved a response rate of 54%, representing 81 staff members.

The survey identified that people issues are among the most important issues for members of Council’s workforce. Council rated highly in areas such as health and safety, leadership, performance / work outcomes and customer service; however, there were a number of areas where it was clear that staff members felt that Council was not performing to their expectations.

The following areas received the greatest differences or gaps between importance and perceived performance ratings in the survey. Insync Survey’s research suggests that gaps of 2.0 or greater are an area for concern.

Category Top 10 Gaps Mean

People Keeping skilled employees 3.45

People Valuing employees at Glen Innes Severn Council 3.30

People Trust among people in Glen Innes Severn Council 3.13

People Cooperating across work areas 2.85

Specific Criteria Having enough time to complete allocated tasks 2.60

People Providing career opportunities 2.44

Leadership & Innovation Being listened to by the Senior Directors and Section Managers 2.39

People Providing incentives and rewards 2.18

Strategy & Planning Processes Having the resources to achieve my work area‘s goals 2.15

People Balancing work and life demands 2.14

Data supplied by InSync Surveys Pty Ltd.

COUNCIL’S PROFILE AND WORKFORCE DEMOGRAPHICS

Council Profile

Located on the NSW Northern Tablelands, Council provides a diverse range of services to the Glen Innes Severn Local Government Area (LGA) and, via the State and Federal Government funded aged and disability programs, to other local government areas throughout the New England region and beyond.

Council employs around 150 permanent staff and has an overall staff approaching 200. It is governed by an elected body of seven (7) councillors and has an annual operating budget in the vicinity of $21,000,000.

Services provided by Council include roads and parks, garbage collection, water and wastewater treatment and delivery, a public library and learning centre, regional livestock saleyards, swimming pools at Glen Innes and Emmaville, children’s, family and youth services, and a visitor information centre.

Council is also the contracted provider for a large number of community services. These services include Home and Community Care (HACC), respite services, Community Aged Care Packages and disability services.

Children’s services provided by Council include long day care for children aged 8 weeks to 5 years, out of school hours and vacation care for children aged 5 to 12 years, an early intervention program for children with a diagnosed learning / development delay, and Supported Playgroups including an Aboriginal Playgroup.

In response to the priorities within the Community Strategic Plan, the future will include a stronger focus on economic development, including stimulation of employment, environmental sustainability and growth in Community Services, and subsequently the workforce demographics will reflect these priorities.

Map of Glen Innes Severn Council Local Government Area

Organisation Structure 1 July 2011

Parks and Gardens Sporting Fields Swimming Pool Noxious Weeds

Cleaning Services

Director Infrastructure

Services

Director Corporate and

Community Services

Urban & Rural Roads Bridges

Traffic Signage Road/Pavement

Marking Footpaths

Storm water Drainage

Kerb & Guttering Street Furniture Survey & Design

Project Management Traffic Management

for Festivals & Events

Parks and Gardens Sporting Fields Swimming Pool Gravel Pits &

Quarries

Water Operations Water demand

Asset Management Infrastructure Improvement

Water Augmentation Sewer Operations Sewerage Asset

Management Trade Waste Management

Stormwater/Flood Management

Environmental Health

Strategic Waste Management

Noxious Weed Management

Financial Accounting

Rates Debtors

Creditors Customer Service

Accounts (CS)

Manager Library/Learning

Centre

Library Services Learning Centre

Conference Room

Village Depots

Early Intervention

Coordinator Team Leader

Aged and Disabled

Direct Care

Director Development, Regulatory & Sustainability

Services

General Admin Injury Management

Records IT Services

Human Resources OH & S

Payroll

Manager of Finance

Personal

Assistant

Manager of Regulatory &

Planning Services

Administration/Personal Assistant

Team Leader Brokered and Packaged

Care

Planning Development

Building Services Regulatory Services Companion Animals Food Regulation &

Safety Public Health

Parking

SEC 355 COMMITTEES

Communication/Media Officer

Manager of Administration &

Human Resources

Manager Economic Dev

& Tourism

Economic Development

Tourism Promotion

Visitors’ Centre Festival / Event

Coordination Saleyards

Team Leader

Childcare Services

Administrative Services

Coordinator

Early Intervention Aboriginal Playgroup Supported Playgroup

Children with Disabilities

Regional Respite Day Options

Centre Based Services and Transport Dementia Care

Meals on Wheels Healthy Ageing

Activities Aboriginal Elders’ Group

Outings Social Support

Aboriginal HACC

Case Management Community Options Aboriginal Transport

Community Aged Care Packages

Aboriginal Designated Community Aged Care

Packages Post School Options

Yetman MSO National Respite for

Carers Aboriginal Carers

Group Outings

Personal Assistant

Projects Engineer – Part Time

Manager of Community

Services

Admin Services Long Day Care

After School Care Vacation Care Family Support

Programs

Manager Infrastructure

Delivery

Manager Integrated Water &

Sustainability Services

Aerodrome Plant & Fleet Depot Store Centralized

Procurement Public Risk Liability

Emergency Services

Landfill & Waste Collection Operations

Cleaning Services Street & Rural

Addressing Register

Asset Management Road Safety

Security for Council Buildings

GENERAL MANAGER

Manager Technical

Services

Corporate Property Management

355 Committees Corporate Risk Management Insurances

Youth Services

Workforce Profile and Equal Employment Opportunity Statistics: April 2011

Total

Staff

Male Female Aboriginal

or Torres

Strait

Islanders

Racial,

Ethnic,

Ethno-

religious

Minority

Groups

Non-

English

Speaking

Back-

ground

Persons

with a

Disability

% of Total Staff

Estimated % of Total Staff

Permanent Full-

time

111 40.44 20.21

1.64 0.00 1.09 0.00

Permanent Part-

time

29

4.37

11.48

0.00

0.00

0.00

0.00

Temporary Full-

time

1

0.00

0.55

0.00

0.00

0.00

0.00

Temporary Part-

time

4

0.00

2.19

0.55

0.00

0.00

0.00

Casual

38

5.46

15.30

0.00

0.00

0.00

0.00

Total % 100.0 50.27 49.73 2.19 0.00 1.09 0.00

Total Staff 183 92 91 4 0 2 0

Workforce Age Profile

The following statistics have been compiled from permanent staff numbers and do not include casual employees.

Workforce Age Profile by Function - April 2011

Under

20

20-24 25-34 35-44 45-54

*

55-64 65

and

over

Total

Staff

Administration and Finance 0 0 4 7 6 1 0 18

Aged and Disability Services 0 0 0 10 9 7 1 27

Economic Dev and Tourism 0 0 2 0 3 0 0 5

Engineering Services 0 0 7 16 20 9 1 53

Environment & Planning 0 0 4 5 9 5 2 25

Library & Information Services 0 1 0 2 1 1 0 5

Youth & Children’s Services 0 0 4 4 3 1 0 12

Totals 0 1 21 44 51 24 4 145

% of Total Workforce 0.00 0.69 14.48 30.34 35.18 16.55 2.76 100.00

* Most populated age bracket

1%

14%

30%

35%

17%3%

Workforce Age Profile April 2011

<20

20-24

25-34

35-44

45-54

55-64

>65

Staff Years of Service

The following statistics have been compiled from permanent staff numbers and do not include casual employees.

Staff Years of Service by Function - April 2011

Under 5 Yrs

5-10 10-15 15-20 20-25

25-30 Over 30 Yrs

Total Staff

Administration and Finance 12 2 1 2 0 0 1 18

Aged and Disability Services 19 4 2 2 0 0 0 27

Economic Dev and Tourism 2 1 1 1 0 0 0 5

Engineering Services 18 9 5 2 9 6 4 53

Environment & Planning 9 10 1 1 2 2 0 25

Library & Information Services 2 2 1 0 0 0 0 5

Youth & Children’s Services 9 1 1 1 0 0 0 12

Totals 71 29 12 9 11 8 5 145

% of Total Workforce 48.97 20.00 8.28 6.21 7.59 5.52 3.45 100.00

49%

20%

8%

6%

8%6% 3%

Staff Years of Service April 2011

< 5

5-10

10-15

15-20

20-25

25-30

30 +

Staff Turnover 2007 - 2010

Glen Innes Severn Council has experienced a relatively high turnover of staff in the four

(4) years, 2007 to 2010. Expressed as a percentage of permanent positions, turnover for

this period was:

2007 18.26%

2008 21.22%

2009 13.06%

2010 13.00%

Staff Turnover by Function

2007 2008 2009 2010

Administration & Finance 3.38% 3.42% 2.61% 3.25%

Aged & Disability Services 2.03% 4.11% 3.27% 1.95%

Youth & Children’s Services 3.38% 5.48% 1.96% 1.95%

Economic Development & Tourism 0.68% 0.00% 0.00% 0.00%

Engineering Services 6.76% 4.11% 2.61% 4.55%

Library & Information Services 0.68% 0.68% 0.00% 0.00%

Planning & Environment 1.35% 3.42% 2.61% 1.30%

Total Turnover as a Percentage of FTE Positions 18.26% 21.22% 13.06% 13.00%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

2007 2008 2009 2010

Administration and Finance

Aged and Disability Services

Economic Dev and Tourism

Engineering Services

Environment & Planning

Library & Information Services

Youth & Children's Services

Permanent Staff Positions Approved by Council at 30 June 2010

POSITION

Full-time/ Part-

time Hours (pw)

Total FTE

Positions

General Manager FT 35.00 1.00

Personal Assistant FT 35.00 1.00

Communications / Media Officer PT 21.00 0.60

CORPORATE AND COMMUNITY SERVICES

Director of Corporate and Community Services FT 35.00 1.00

Administrative Services Coordinator FT 35.00 1.00

Community Services

Manager of Community Services FT 35.00 1.00

Administration and Human Resources

Manager Administration & Human Resources FT 35.00

5.00

Records Supervisor FT 35.00

Occupational Health and Safety Coordinator FT 35.00

Administration Officer FT 35.00

Payroll Officer FT 35.00

Finance

Manager of Finance FT 35.00

7.00

Accountant FT 35.00

Rates Officer FT 35.00

Debtors Officer FT 35.00

Creditors Officer FT 35.00

Customer Service Officer FT 35.00

Customer Service Officer FT 35.00

Library and Learning Centre

Manager Library and Learning Centre FT 35.00

POSITION

Full-time/ Part-

time Hours (pw)

Total FTE

Positions

Library Technician FT 35.00

4.22

Library Assistant FT 35.00

Library Assistant FT 35.00

Library Assistant (Emmaville) PT 4.00

Library Assistant (Deepwater) PT 4.00

Childcare (Long Day Care)

Team Leader Childcare Services FT 35.00

6.12

Administration Officer PT 20.00

Childcare Aide FT 38.00

Childcare Aide FT 38.00

Childcare Assistant FT 38.00

Childcare Assistant FT 38.00

Childcare Cook PT 21.00

Childcare (Out of School Hours Care)

OOSHC Coordinator PT 16.00

0.81 OOSHC Assistant PT 15.00

Youth Services

Youth Worker PT 21.00 0.55

Brokered and Packaged Care

Team Leader FT 35.00


Case Manager FT 35.00



Aboriginal Case Manager FT 35.00

Aboriginal Case Manager FT 35.00

Case Manager (Yetman) FT 35.00

Intake Coordinator FT 35.00

Case Manager PT 21.00

POSITION

Full-time/ Part-

time Hours (pw)

Total FTE

Positions

Generalist Support Worker PT 3.50 9.69

Aged and Disabled Direct Care

Team Leader FT 35.00

11.63


Home & Community Care Coordinator FT 35.00

Carer Support Coordinator FT 35.00

Food Services Coordinator FT 35.00

Disability Services Coordinator FT 35.00

Aboriginal HACC Access Worker FT 35.00

Generalist Support Worker PT 38.00

Respite Intake Coordinator PT 21.00

Day Options Support Worker FT 38.00

Aboriginal HACC Access Worker PT 20.00

Generalist Support Worker PT 21.00

Generalist Support Worker Assistant PT 14.00

Day Care Assistant (Food Services) PT 22.00

Early Childhood Intervention Services

Early Intervention Services Coordinator PT 28.00

1.91

Early Intervention Services Teacher PT 14.00

Early Intervention Services Assistant PT 12.00

Early Intervention Services Trainee PT 15.00

DEVELOPMENT AND ENVIRONMENTAL SERVICES

Director of Development & Environmental Services FT 35.00 1.00


Administration Officer PT 28.00 0.80

Economic Development and Tourism

Manager of Economic Development & Tourism FT 35.00

Economic Development & Tourism Officer FT 35.00

POSITION

Full-time/ Part-

time Hours (pw)

Total FTE

Positions

Tourist Assistant FT 35.00

3.60 Tourist Assistant (Celtic Festival) PT 21.00

Planning, Environment and Regulatory Services

Health and Building Surveyor FT 35.00

4.60

Health and Building Surveyor FT 35.00

Town Planner PT 21.00

Ranger FT 38.00

Ranger FT 38.00

Waste Management

Landfill Attendant (Glen Innes) PT 20.00

1.69

Landfill Attendant (Glen Innes) PT 20.00

Landfill Attendant (Emmaville) PT 8.00

Landfill Attendant (Deepwater) PT 8.00

Landfill Attendant (Red Range) PT 8.00

Recreation and Open Spaces

Manager Recreation and Open Spaces FT 38.00

12.19

Weeds Officer FT 38.00

Aquatics Centre Coordinator FT 38.00

Pool Superintendent (Emmaville) FT 38.00

Parks Team Leader FT 38.00

Parks Team Leader FT 38.00

Parks Assistant (Unqualified) FT 38.00



Cleaner (Grey Street Administration) PT 30.00

Cleaners (Villages) (3) PT 9.00

Cleaner (Church Street Administration) PT 8.75

Cleaner (Public Amenities & Tourism) PT 35.50

Cleaner (Community Services) FT 38.00

POSITION

Full-time/ Part-

time Hours (pw)

Total FTE

Positions

ENGINEERING SERVICES

Director of Engineering Services FT 35.00 1.00


Asset Services

Manager of Asset Services FT 35.00

2.00 Asset Coordinator FT 35.00

Design Services

Manager of Design Services FT 35.00

2.84

Technical Officer FT 35.00

Administration / Technical Officer PT 29.25

Saleyards

Saleyards Manager FT 38.00

1.18 Saleyards Scale Room Operator PT 7.00

Aerodrome

Aerodrome Officer FT 38.00 1.00

Purchasing and Stores

Storekeeper FT 38.00

2.00 Purchasing & Supply Officer FT 38.00

Plant and Fleet

Plant and Fleet Coordinator FT 38.00

6.00

Mechanic FT 38.00

Mechanic FT 38.00

Mechanic FT 38.00

Tradesperson / Welder FT 38.00

Tradesperson / Welder FT 38.00

POSITION

Full-time/ Part-

time Hours (pw)

Total FTE

Positions

Water and Wastewater

Manager of Integrated Water Services FT 35.00

8.00

Water Services Coordinator FT 38.00

Water and Wastewater Plant Operator / Team Leader FT 38.00

Water and Wastewater Plant Operator / Team Leader FT 38.00

Water and Wastewater Plant Operator FT 38.00

Skilled Construction Worker FT 38.00


Water & Wastewater Village Operator FT 38.00

Works

Works Manager FT 38.00

Maintenance Coordinator FT 38.00

Roadwork Team Leader FT 38.00

Trucks Team Leader FT 38.00

Construction Coordinator FT 38.00

Bridges Team Leader FT 38.00

Routine Patrol Team Leader FT 38.00

Concrete Team Leader FT 38.00

Skilled Construction Worker (Bridges) FT 38.00

Bitumen Maintenance Labourer FT 38.00

Construction Operator (Grader) FT 38.00

Maintenance Operator (Grader) FT 38.00



Plant Operator (Backhoe/Loader) FT 38.00

Plant Operator (Backhoe/Loader) FT 38.00

Plant Operator (Front End Loader) FT 38.00

Plant Operator (Front End Loader) FT 38.00

Plant Operator (Skid Steer Loader) FT 38.00

Plant Operator (Excavator) FT 38.00

Plant Operator (Dozer) FT 38.00

Plant Operator (Roller) FT 38.00

POSITION

Full-time/ Part-

time Hours (pw)

Total FTE

Positions

Plant Operator (Tractor / Mower) FT 38.00

34.00

Plant Operator FT 38.00

Truck Driver FT 38.00



Truck Driver / Plant Operator FT 38.00

Low Loader Driver FT 38.00

Water Truck Driver FT 38.00

Maintenance Operator FT 38.00




Total Positions Approved at 30 June 2010 (Excluding Casual Positions) 154.00

Full-Time Equivalent (FTE) 136.43

Genera

l M

anag

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e

Corp

ora

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Adm

in &

Hum

an R

eso

urc

es

Fin

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Lib

rary

& L

earn

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entr

e

Com

mun

ity S

erv

ices

Child

care

(L

ong D

ay C

are

)

Early I

nte

rventio

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erv

ices

Out of

Schoo

l H

ours

Care

Age

d &

Dis

abili

ty D

irect C

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are

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mic

Dev &

To

urism

Pla

nn

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Env &

Reg S

erv

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Recre

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nd O

pen S

paces

Eng

ineerin

g S

erv

ices

Asset S

erv

ices

Inte

gra

ted W

ate

r S

erv

ices

Work

s

Advanced Certificate in Community Welfare

1

Advanced Certificate in Office Administration 1

Advanced Certificate in Residential & Community Services

1

Associate Diploma of Civil Engineering

2

Associate Diploma of Rural Business Administration

1

Associate Diploma of Science (Library Technician)

1

Bachelor of Applied Science (Rural Technology)

1

Bachelor of Arts 2 1

1

1

Bachelor of Arts ( Library & Information Science)

1

Bachelor of Business (Tourism)

1

Bachelor of Early Childhood

1 1

Bachelor of Education (Primary)

1

Bachelor of Engineering

1

Bachelor of Engineering Technology (Civil)

1

Bachelor of Health, Ageing and Community Services

1

Bachelor of Human Movement

1

Bachelor of Livestock Science

1

Bachelor of Science

1

GLEN INNES SEVERN COUNCIL

Qualifications Audit – April 2011

Genera

l M

anag

er’s O

ffic

e

Corp

ora

te S

erv

ices

Adm

in &

Hum

an R

eso

urc

es

Fin

ance

Lib

rary

& L

earn

ing C

entr

e

Com

mun

ity S

erv

ices

Child

care

(L

ong D

ay C

are

)

Early I

nte

rventio

n S

erv

ices

Out of

Schoo

l H

ours

Care

Age

d &

Dis

abili

ty D

irect C

are

Bro

kere

d &

Package

d C

are

Econo

mic

Dev &

To

urism

Pla

nn

ing

Env &

Reg S

erv

ices

Recre

ation a

nd O

pen S

paces

Eng

ineerin

g S

erv

ices

Asset S

erv

ices

Inte

gra

ted W

ate

r S

erv

ices

Work

s

Bachelor of Urban and Regional Planning

1

Certificate in Electrical Testing

1

Certificate in Horticulture Studies (Tree Surgery)

1

Certificate II in Food skills

1

Certificate II in Office Administration

1

1

Cert II in Public Safety

1

Certificate III in Administrative Skills

1

Certificate III in Assistant in Nursing

1 2

Certificate III in Bulk Cookery & Food Hygiene

1

Certificate III in Business Administration

1

Certificate III in Business Studies

1

Certificate III in Carpentry & Joinery

1

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Certificate III in Children's Services

2

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Certificate III in Civil Construction

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8

Certificate III in Community Recreation (Aquatics)

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Certificate III in Community Services

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Certificate III in Community Services (Aged Care)

2

Certificate III in Community Services (Disabilities)

3



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Certificate III in Disabilities

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Certificate III in Disability Work

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Certificate III in Family and Child Health

1

Certificate III in Fitness

1

Certificate III in Food Handling

1

Certificate III in Health Office Procedures

1

Certificate III in Home and Community Care

1 2

Certificate III in Horticulture (Landscape)

2

Certificate III in Library and Information Studies

2

Certificate III in Local Government (Governance & Admin)

1

1

Certificate III in Pastoral Production

1

Certificate III in Public Safety

1

Certificate III in Warehousing

1

Certificate III in Water Industry

4

Certificate IV in Assessment & Workplace Training 1

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Certificate IV in Building Studies Residential

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Certificate IV in Business Administration

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Certificate IV in Chemical Risk Management

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Certificate IV in Community Services (Aged Care Work)

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Certificate IV in Contract Management

1

Certificate IV in Customer Contact

1

Certificate IV in Frontline Management

1

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Certificate IV in Information Technology

1

Certificate IV in Leadership Support

1

Certificate IV in Local Government (Operational Works)

2

Certificate IV in Local Government (Regulatory Services)

1

2

Certificate IV in Management Team Leadership

1

Certificate IV in Project Management

1 1

Certificate IV in Service Coordination (Ageing and Disability)

2

Certificate IV in Tourism

1

Certificate IV in Workplace Safety

1

2

Civil Engineering Certificate

1

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Climbing Arborist Ticket

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Diploma of Accounting

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Diploma of Applied Science (Rural Technology)

1

Diploma of Assessment & Workplace Training

1



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Diploma of Record Keeping

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Diploma of Teaching - Early Childhood

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Diploma of Veterinary Nursing

1

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Graduate Diploma in Education 1

Graduate Diploma in Social Science

1

Master of Arts

1

Master of Business Administration 1 1

Plumbing / Gas Fitting Trades Assistant

1

Registered Midwife

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Registered Nurse

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Rescue Qualifications - Heights and Depths

1

Rescue Qualifications - Search

1

Rescue Qualifications - Team Leadership

1

Secretarial Studies Certificate

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State Rescue Board Operator

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Statement of Attainment in Weed Control Practice

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Trade Certificate (Plant Mechanic)

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Water / Wastewater Operators Certificate

4



KEY STRATEGIES

Council has indentified five (5) key strategies, drawn from Council’s Community Strategic Plan and Strategic Priorities, MANEX’s identified critical issues and Council’s Employee Opinion Survey conducted in late 2009. The five (5) key strategies are:

1. Become an Employer of Choice The aim of this strategy is to establish Council as a preferred employer within the local community and beyond, through the creation of a welcoming and inclusive workplace and the provision of innovative employee attraction and retention benefits.

2. Foster a One Council Culture This strategy aims to break down historical divisions within Council’s workforce and to draw on the strengths and diversity of the workforce to optimise its potential to enhance service to the wider community.

3. Create a Sustainable Workforce The aim of this strategy is to create a strong and stable workforce, placing the right people in the right jobs and minimising staff turnover and the loss of skills and corporate knowledge.

4. Promote Health and Wellbeing This strategy aims to support Council’s strategic priority to be an Employer of Choice by focusing specifically on the health and wellbeing of its employees, enhancing physical, mental and emotional wellbeing through the promotion of work / life balance and healthy lifestyle programs.

5. Resource the Future

The aim of this strategy is to identify the human resources needed to achieve Council’s strategic priorities into the future, particularly those resources that may be required to achieve priorities that are not currently part of Council’s focus but will become so within the coming 10 years.

The table on page 31 illustrates how each of the key strategies aligns with Council’s

Strategic Priorities and critical issues identified by MANEX or through Council’s Employee

Opinion Survey.

Beco

me a

n

Em

plo

ye

r o

f C

ho

ice

Fo

ste

r a O

ne

Co

un

cil

Cu

ltu

re

Cre

ate

a S

usta

inab

le

Wo

rkfo

rce

Pro

mo

te H

ealt

h &

Wellb

ein

g

Reso

urc

e t

he F

utu

re

Co

un

cil’s

Str

ate

gic

Pri

ori

ties

Employer of Choice

One Council Culture

Road Management

Climate Change

Integrated Water Cycle Management

Land Use and Economic Development

Financial Management

Quality of Life and Well-Being

Communicate

Community Leadership

MA

NE

X’s

Cri

tica

l Is

su

es

Ageing Workforce

Attraction and retention of staff

Skills shortages

Increased workloads and workplace health and wellbeing

Bureaucratic expectations and the resources needed to meet these

Em

plo

ye

e O

pin

ion

Su

rve

y –

To

p 1

0

Issu

es

Keeping skilled employees

Valuing employees at Glen Innes Severn Council

Trust among people in Glen Innes Severn Council

Cooperating across work areas

Having enough time to complete allocated tasks

Providing career opportunities

Being listened to by the Senior Directors and Section Managers

Providing incentives and rewards

Having the resources to achieve my work area‘s goals

Balancing work and life demands

WORKFORCE STRATEGIC PLAN 2011 / 2016 - ACTION PLAN

Become an Employer of Choice

Outcome Objective / Strategy Action(s) Responsibility Performance Indicator Target Date(s)

Council has

appropriate flexible

work arrangements

that meet the needs

of employees and the

organisation.

Develop and adopt

policies / guidelines

to expand and

enhance flexible

work arrangements.

Research and review

current policies /

procedures and options

for further flexibility.

Manager of

Administration and

Human Resources

(MAHR) / Staff

Consultative Committee

(SCC)

Current policies reviewed and

existing arrangements documented.

Options for flexible work

arrangements researched,

documented and presented to SCC.

30 Sept 2011

Consult with staff and

other stakeholders to

determine needs for

flexible work practices,

via staff surveys, focus

groups or other

suitable mechanism(s).

Line Managers / SCC Appropriate consultation methods

identified and utilised.

Consultation completed, results

collated and presented to SCC.

Staff informed of process at key

intervals.

31 Dec 2011

Develop new policies /

agreements /

guidelines for flexible

work arrangements.

MAHR Documented arrangements updated

/ developed and approved.

Policies and agreements equitable

and inclusive of EEO groups where

applicable.

Arrangements enhance efficiency

and staff satisfaction.

Staff training delivered as required.

31 Mar 2012



Have a salary system

that is flexible and

responsive to the

needs and

expectations of

Council and its staff.

Develop the salary

system to maximise

performance / use of

skills and to enhance

opportunities for

progression.

Review existing Salary

System and research

options for enhanced /

improved flexibility and

progression.

MAHR / SCC Current system reviewed and

existing arrangements documented.

Options for Salary System changes

researched, documented and

presented to SCC.

31 Dec 2012

Consult with and / or

survey staff and other

stakeholders to

determine expectations

in regard to the

operation of the Salary

System.

MAHR Stakeholders identified and included

in consultation process, e.g., unions,

employee associations, etc.

Appropriate consultation methods

identified and utilised.

Consultation completed, results

collated and presented to SCC.

Staff informed of process at key

intervals.

31 Dec 2012

Develop / update

Salary System rules

and policies to include

any agreed changes.

MAHR Documented arrangements updated

/ developed and approved.

Policies and agreements equitable

and inclusive of EEO groups where

applicable.

Arrangements enhance efficiency

and staff satisfaction.

30 June 2013



Have a market

component that is

additional to Salary

System rates, to

attract candidates to

key positions.

Incorporate a market

component into the

Salary System

Progression Rules,

payable at the

discretion of the

General Manager.

Review and update

Salary System

Progression Rules to

include a market

component.

MAHR Progression Rules updated and

approved.

Council is able to fill key positions.

31 Aug 2011

Council has a range

of appropriate non-

salary incentives /

benefits available for

staff.

Expand the range of

non-salary benefits

currently available to

staff.

Survey all staff to

gauge level of support

for current Employee

Excellence Recognition

/ Rewards Program.

MAHR Staff survey completed.

Results collated and reported to

SCC / MANEX.

30 Sept 2011

Conduct feasibility

study into increasing

Council’s

superannuation

contributions beyond

the current statutory

rate (e.g. 10%).

MAHR Cost / benefit analysed and reported

to MANEX.

31 March 2012

Re introduce

Superannuation Choice

of Funds or limited

Choice of Funds.

MAHR / Pay Officer Choice of Funds implemented within

agreed / approved guidelines.

31 March 2012



Investigate other

options for provision of

benefits outside the

Salary System and

update policies as

required.

MAHR Options investigated and reported to

MANEX / SCC. Implemented where

practicable.

31 March 2013

Have a recruitment

process that

successfully attracts

targeted staff to work

at Council.

Develop and

enhance existing

recruitment

processes to better

target and attract

appropriate

candidates.

Undertake an analysis

of the candidate target

group(s) to understand

their preferences.

MAHR Analysis of candidate preferences

completed and reported to MANEX.

30 June 2012

Investigate options to

market Council’s

advantages to the

identified target groups.

MAHR Marketing options explored in

consultation with relevant

stakeholders.

Results summarised and reported

on.

31 Dec 2012

Review Council’s

current advertising

strategies to improve

their appeal and

access to target

candidates.

MAHR Strategies revised and implemented.

Increase in enquiries / applications

from target groups.

30 June 2013



Analyse market

forces and industry

trends to better

understand future

impacts on

recruitment and the

availability of

potential employees.

Monitor and analyse

Local Government

labour market trends

by occupation and skill

level.

MAHR Relevant data sources identified.

Methods to store and analyse data

developed and implemented.

30 June 2014

Assess and summarise

factors affecting

demand trends and the

likely impacts on the

availability of skilled

workers.

MAHR Factors affecting LG labour markets

reported to MANEX.

Results assist Council to develop its

recruitment policies and employment

objectives.

30 June 2015

Foster a One Council Culture

Outcome Objective /

Strategy

Action(s) Responsibility Performance Indicator Target Date(s)

Have an organisation

culture that is based

on positive

reinforcement.

Identify ways to

create / reinforce a

culture of positive

reinforcement.

Conduct bi-annual Staff

Opinion Surveys to

identify priority areas.

MAHR Surveys conducted.

Results collated and communicated

to all staff.

Priority areas identified and included

in relevant action plans.

30 Nov 2011

30 Nov 2013

30 Nov 2015

Provide appropriate

ongoing training and

mentoring of managers /

supervisors to assist

them to use positive

reinforcement

techniques.

MAHR Provision in annual Operating Plan.

July 2012 – June

2013

Internal resources

and processes that

facilitate effective

communication.

Refine and

streamline existing

communication

processes to

improve their

efficiency.

Identify what information

needs to be available

and at what levels.

MANEX / Managers Information needs identified and

prioritised.

Strategies implemented to improve

information flow.

31 Dec 2011

Develop written

agreements on

communication

standards between staff

and functional areas, eg,

SLAs.

MANEX / Managers Agreements developed for all

identified priority areas.

1 July 2012

Foster a One Council Culture

Outcome Objective /

Strategy


Optimise communication

through IT and other

electronic media, eg,

remote network access,

information kiosk at

depots.

IT committee Options for improved communication

identified for inclusion in Operating

Plan.

31 March 2012

Co-locate Council’s

Administration

offices.

Seek Council and

community support for

the co-location project.

General Manager (GM)

/ MANEX

Approval to commence the project

including taking into account issues

addressed by current staff – space,

light, ventilation, amenities and

energy efficiency.

2011 / 2012

Have an internal

coaching / mentoring

program to facilitate

communication,

transfer of knowledge

and self-

development.

Create an internal

coaching program

for key functional

areas.

Investigate options /

availability of external

organisations to provide

ongoing coaching and

mentoring for internal

coaches / managers.

MAHR Provision in 2011 / 2012 Operational

Plan.

Coaching skills training provided as

part of the Corporate Training Plan.

Managers utilise skills to assist their

work team development.

31 Dec 2011

Create a Sustainable Workforce

Outcome Objective /

Strategy


Effective and

proactive

management of

Council’s ageing

workforce.

Older workers feel

that their contribution

to the organisation is

valued.

Develop a phased

retirement program

for workers

approaching

retirement age.

Implement regular

retirement and financial

planning workshops to

prepare workers for

retirement.

MAHR Workshops held every six (6)

months.

Commencing

1 Jan 2012

Investigate opportunities

for flexible work

arrangements and job

sharing to phase in

retirement.

MAHR / SCC /

Managers

Policy /guidelines for phased

retirement program developed and

adopted.

30 June 2012

Develop program to

utilise retiring workers to

train / coach other

workers in the lead up to

retirement.

MAHR / SCC /

Managers

Program in place, supports skills

transfer and needs of retiring

workers.

30 June 2013

Implement program to

keep retirees in touch

with the organisation.

MAHR / SCC /

Managers

Retirees provided with information

and opportunities to remain in

contact with the organisation.

30 June 2013

Facilitate ongoing

participation in the

workforce by older

persons.

Develop and initiate

“healthy older worker

programme”.

MAHR / SCC /

Managers

Program developed in conjunction

with Council’s wellbeing program.

Older workers offered appropriate

options to maintain their health.

30 June 2014


Outcome Objective /

Strategy


Improved service

delivery between

internal departments

/ sections.

Develop standard

Service Level

Agreements (SLA)

for improved

service provision.

Identify and prioritise the

range of services that

are suitable for SLAs.

Develop SLAs to cover

identified areas.

Directors / Managers. SLAs developed for all identified

priority areas.

SLAs support improved service

delivery and communication

between functional areas.

1 July 2011

Have the ability to fill

key positions

internally with skilled

staff.

Develop and

implement a

Succession

Planning Program

and Guidelines.

Review existing

performance

management / training

policies to ensure that

they support multi-

skilling and succession

planning.

MAHR / SCC Policies and programs support

Council’s objectives to provide

appropriate avenues for multi-

skilling.

31 Dec 2011

Identify critical / key

positions to be targeted

for formal succession

planning and conduct a

retention risk analysis to

determine projected

vacancy dates.

MAHR / SCC Critical positions identified and

documented. Risk analysis

completed and reported on.

30 Sept 2012

Establish appropriate

systems to assess

potential succession

planning candidates and

conduct assessments.

MAHR / SCC Systems developed and

implemented. Assessment of

candidates completed.

31 March 2013


Outcome Objective /

Strategy


Establish individual

development planning

programs.

MAHR / SCC Programs are in place and support

the development needs of staff

members.

1 July 2013 – 30

June 2016

Council is a role

model for other

organisations in the

training and

development of youth

and /or

disadvantaged

groups.

Utilise externally

funded training

programs and

alliances with other

organisations, i.e.,

schools and TAFE.

Investigate and identify

options for training

programs that are

appropriate for Council’s

use.

MAHR / Managers Program options and opportunities

for strategic alliances identified and

evaluated.

31 Dec 2014

Implement programs that

are identified as

appropriate and

financially viable.

MANEX Provision in Operational Plans.

Training programs support

employment opportunities for youth

and / or disadvantaged groups.

1 July 2014 – 30

June 2016

Have a management

structure that fosters

staff commitment and

development and

enhances customer

service.

Incorporate

emotional

intelligence (EI)

screening for

managers as part

of the selection

process.

Engage qualified

provider to conduct

appropriate screening of

all managerial positions

before appointment.

MAHR / MANEX Provision in Operational Plans.

EI assessment incorporated into

recruitment processes.

Improved workforce management.

1 July 2011

onwards


Outcome Objective /

Strategy


Implement

programs to

enhance EI skills

for existing

managers.

Identify appropriate

avenues to develop and

enhance EI.

MAHR / MANEX Provision in Operational Plans and

training programs.

Improved EI skills for managers.

Improved workforce management.

30 June 2012

Promote Health and Wellbeing

Outcome Objective /

Strategy


Have a workforce

that is healthy and

productive.

Develop and

implement a

Workplace Health

and Wellbeing

Program for all

staff.

Audit the current

workplace environment

impacting on program;

including existing

resources, infrastructure,

policies and procedures.

MAHR Audit completed and results reported

to Workplace Health and Wellbeing

Committee / MANEX.

31 Dec 2012

Conduct an anonymous

staff health and

wellbeing survey to

identify key issues

affecting staff.

MAHR Survey completed, results collated

and reported on.

Annually

Identify health and

wellbeing initiatives

suited to the needs of all

staff and incorporate into

a Workplace Health and

Wellbeing Program.

MAHR / Workplace

Health and Wellbeing

Committee.

Initiatives identified and approved for

implementation.

Program developed and approved

by Council.

31 March 2013

Develop and implement

an ongoing

communication /

education program to

promote the benefits,

motivate workers /

management and

sustain participation.

MAHR / Workplace

Health and Wellbeing

Committee.

Appropriate means of

communication agreed on.

Program implemented as agreed.

Satisfactory level of staff awareness

and participation.

Improvement in staff wellbeing.

1 July 2013

Resource the Future

Outcome Objective /

Strategy


Have the resources

required to

implement Council’s

strategic HR and

financial objectives.

Investigate options

for the addition of

part-time HR and /

Finance officer.

Review work

requirements and

objectives to determine

needs and justification

for positions.

Director of Corporate

and Community

Services (DCCS) /

MAHR / Manager of

Finance (MF)

Roles, responsibilities and work

objectives defined. Report submitted

to General Manager.

1 July 2011

Design positions and

commence recruitment

action to fill them.

MAHR / MF Positions are filled and support

Council’s strategic objectives to be

an Employer of Choice and provide

responsible financial management.

1 Sept 2011

Adequate resourcing

in line with the

priorities in the

Community Strategic

Plan.

Review Council’s

Organisation

Structure.

Review the Organisation

Structure in light of the

Community Strategic

Plan priorities.

MANEX / Directors Structure reviewed and adopted by

Council.

30 June 2011

Monitor and assess

environmental /

sustainability

issues.

Investigate the

employment of additional

staff to carry out this

function.

Director Development,

Regulatory and

Sustainability Services

(DDRSS) / MAHR

Staff resources adequate to fulfil this

role.

December 2011

Increase focus on

Economic

Development.

Review the employment

of casuals and identify if

part-time staff would be

more suitable to free up

other staff to focus on

Economic Development.

DDRSS / Manager

Economic Development

and Tourism (MEDT) /

MAHR

Economic development is attended

to in a proactive fashion with suitable

staff arrangements in place.

December 2011

Resource the Future

Outcome Objective /

Strategy


Build a team of

workers skilled in

the provision of

direct care services

to aged and

disabled clients.

Recruit experienced staff

and train staff to perform

the roles as highlighted

in the 10 year Aged and

Disability Strategy.

Seek funding to expand

services and recruit staff

according to community

needs.

DCCS / Manager of

Community Services /

MAHR

Experienced employees are

recruited in line with funding

agreements.

Community service clients receive a

professional service that is

appropriate to their needs and

complies with funding requirements.

2015

glen innes severn council · and employee opinion survey, council has identified strategic...

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