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Natural Connected Prosperous
Workforce Plan 2013-2017
Adopted 12 June 2013
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Contents Our Vision 1 Message from Shire President 2 Message from CEO 3 Workforce planning overview 4 Workforce planning 4 Workforce planning process 4 Our people 7 Community Strategic Plan 7 Our people vision 8 Our workforce 9 Organisational structure 9 Workforce profile 10 Workforce performance data 17 Our challenges and opportunities 24 Environmental analysis 24 Key challenges 25 Key opportunities 26 Looking to the Future 27 Workforce Plan reviews 27 Key skill priorities 27 Key occupation shortages 27 Key workforce risks 27 Planning for the future 30 Workforce Planning Policy 30 Workforce capacity 31 Workforce growth forecast 31 Critical roles and succession plans 31 Workforce capability 34 Core business and personal competencies 34 Recruitment and appointment 35 Development and growth 35 Engagement 35 Workforce attraction and retention 36 Remuneration, reward and recognition 36 Communication 36 Leadership and culture 37 Safety, health and wellbeing 37 Diversity 37 Measuring our Success and Sustainability 38 Strategic indicators 38 Key Related Plans and Agreement 38
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Our vision
A prosperous and connected community that values its natural environment and character as it grows sustainably into the future
Natural Connected Prosperous
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Shire President message Councillor Ray Colyer Shire President As Shire President, I am conscious of the importance of a productive, skilled and motivated workforce to provide the necessary services and facilities required to meet our community’s needs. These needs of our community are ever changing and growing, as evidenced by the priorities of the Community Strategic Plan. With increased demands for services and facilities, a great strain is being placed on both our finances and our people. We need to provide value for money to our community so, in striving towards the delivery of ‘value for money’ services, the Shire will need to attract and retain talented employees within a highly competitive labour market. This workforce plan has been framed in the context of an ageing workforce, skills shortages in particular fields and competition from the mining industry as well as in local government and the private sector. Council will work in conjunction with the CEO to maintain the Shire as an employer of choice. Whilst the challenges ahead are difficult, I am confident and have faith in the workforce to deliver our vision for the future.
I congratulate staff on their efforts in putting together this important component of the integrated planning framework.
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Chief Executive Officer message Gary Evershed CEO This Workforce Plan is an essential ingredient in providing a sustainable local government into the future. The Shire follows the Business Excellence Framework and strives to be an excellent organisation which creates a work environment which is engaging, positive and open, fosters creativity and which unifies the efforts of staff members. We are striving through this Plan to make the Shire a great place to work by creating the right culture, building trust and respect, communicating well and establishing a safe and well resourced workplace. We also strive to build our organisational capacity through our people. To do this we will strive to align the organisation’s needs to people’s expectations, improve our processes for leading, managing and measuring the effectiveness of our people. We will also strive to attract, recruit and retain high quality people and provide the best possible conditions and remuneration within the resources available.
As the CEO, I am very fortunate to lead a team of highly committed people who really care about the community and their own professional standards. This bodes well for making this Workforce Plan an effective tool over the next four years.
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Workforce Planning Overview The Workforce Plan is integral to the sustainable delivery of the Shire’s Community Strategic Plan by ensuring that the Shire has the appropriate capacity and capability to deliver our strategic vision. The Shire has adopted the Western Australia Department of Local Government Integrated Planning and Reporting Framework.
What is Workforce Planning? Workforce Planning is “a continuous process of shaping the workforce to ensure that it is capable of delivering organisational objectives now and in the future.” 1
Workforce Planning Process The Workforce and Long Term Financial Planning process has been informed by the Community Strategic Plan, Corporate Plan and Asset Management Plan, which have provided direction on the following: ♦ New projects and services to be delivered; ♦ Changes to customer service levels ; and ♦ Changes to asset management service levels. Equally, each Business Unit has assessed its workforce capacity and capability to deliver sustainable services now and into the future by taking the following key steps: ♦ Undertaking a workforce analysis; ♦ Ascertaining service demands now and into
the future;
1 Australian National Audit Office (ANAO) 2004
♦ Determining the resourcing requirements to deliver those services; and
♦ Implementing strategies which enhance the capability and capacity of the workforce to be able to deliver the Shire’s services now and into the future.
Our people have contributed to the Workforce Plan by carrying out the following: ♦ Annual staff satisfaction surveys; ♦ Business Excellence Self- Guided
Assessment - Employee focus group; ♦ Hewitt Best Employer Survey; ♦ Annual Personnel Evaluations; and ♦ Business Unit Workforce Planning sessions.
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Integrated planning and reporting framework
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Our values are one of the cornerstones on ‘walking the talk’: Respect, Honesty, Commitment, Courage and Innovation.
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Our People Community Strategic Plan
Our vision
‘A prosperous and connected community that values its natural environment and character as it grows sustainably into the future.’
Our mission
This is a statement about our fundamental purpose – what we do in partnership with, and on behalf of the whole Shire of Augusta-Margaret River community.
‘To protect the natural environment, strengthen our communities, foster local economic prosperity, and responsibly manage the community’s infrastructure and assets. The Community Strategic Plan 2033 sets out the Shire’s strategic goals for the provision and management of infrastructure assets and includes the following:
Our values
Only become meaningful when they are translated into behaviours that people engage in and others can observe. Values are one of the cornerstones on ‘walking the talk’. ♦ Respect ♦ Honesty ♦ Commitment ♦ Courage ♦ Innovation
Our values in action Respect is demonstrated by: ♦ Respecting yourself and caring about your
own wellbeing, happiness, appearance and reputation
♦ Respecting your own safety and that of your workmates
♦ Respecting and treating fellow councillors, staff, volunteers and the community as you expect to be treated with friendliness, dignity, fairness and courtesy.
♦ Respecting the environment and recognising the importance of caring for the Planet by thinking globally and acting locally.
♦ Respecting the Council as the key elected local government decision making body
♦ Respecting the Shire’s limited resources by safeguarding the Shire’s assets, vehicles, equipment, finances and reputation.
Honesty is demonstrated by: ♦ Being truthful and acting with integrity ♦ Being frank and open in your dealings with
each other ♦ Acting ethically and beyond reproach ♦ Building trust through reliability and
consistency ♦ Being sincere in your words and actions ♦ Admitting your own mistakes and taking
responsibility for them Commitment is demonstrated by: ♦ Striving to improve or meet a standard of
excellence ♦ Persisting in seeking goals despite obstacles
and setbacks ♦ Readily making personal or group sacrifices to
meet the Shire’s goals
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♦ Actively seeking out opportunities to fulfil the Shire’s goals
♦ Being results orientated, with a high drive to meet objectives and standards
♦ Setting challenging goals and taking calculated risks
♦ Staying focussed on the vision to achieve the agreed outcomes
Courage is demonstrated by: ♦ Doing what is right even if it involves a
personal cost ♦ Confronting unethical actions in others ♦ Taking tough , principle stands even if they
are unpopular ♦ Operating from hope of success rather than
fear of failure ♦ Making the tough decisions and seeing things
through to the end ♦ Standing up for your convictions Innovation is demonstrated by: ♦ Taking fresh perspectives in your thinking and
work ♦ Being flexible in handling change ♦ Generating new ideas and creative solutions ♦ Adapting to shifting priorities ♦ Recognising new and more efficient ways of
doing things ♦ Taking on new challenges and roles outside
of your comfort zone ♦ Working smarter and not harder
Our people vision These are the hopes and aspirations for our people and their contributions to the sustainable delivery of the Shire’s Community Strategic Plan. The Shire’s ‘People vision’ describes the behaviours that will be observed through our people ‘walking’ the Shire’s values.
Our people will be recognised for their: ♦ Respect and honesty towards one another ♦ Innovative thinking outside the box ♦ Courage in dealing with difficult situations ♦ Team commitment and leadership within the
Local Government Industry
Our workplace will be one that:
♦ Fosters respectful and honest relationships that support workplace diversity
♦ Encourages safe and innovative approaches to work
♦ Rewards and recognises committed and courageous people
♦ Is committed towards supporting professional and personal development and growth
♦ Respects the need for a balanced work/lifestyle
Our key stakeholders are:
♦ Executive Leadership Team ♦ Managers Group ♦ Peer Support Group ♦ Peer Recognition Committee ♦ Women’s Network Group ♦ Enterprise Agreement Employee
Representative Group ♦ Employee Safety Representatives ♦ Emergency Response Personnel
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Our workforce The Shire delivers services through three directorates and the Office of the CEO. In 2009 there was a management restructure to rationalise the number of Business units to the number it is today. Whilst the Shire may have a traditional Local Government structure, a concert effort is being made to introduce multi discipline work teams, including the Development Assessment Unit. This will lead to customers accessing services through a one stop service delivery model.
Organisational structure
DIRECTOR SUSTAINABLE DEVELOPMENT
DIRECTOR INFRASTRUCTURE
SERVICES
DIRECTOR CORPORATE &
COMMUNITY SERVICES
OFFICE OF THE CEO
Landcare
Marketing & Events
Caravan Parks
Community Development & Safety
Sport & Recreational Services
Recreation & Aquatic Centres
DIRECTORATES, BUSINESS UNITS AND TEAMS
Key:
Team
Community Fire & Emergency Services
Cultural Centre
Child Care
Construction
Maintenance
Building Assets & Maintenance
Workshop
Parks and GardensWaste disposal facilities
Revenue
Financial Services
Record Management
DIRECTORATE
Unit
Customer Relations
Rangers
Information Communication
Technology
Customer & Information Services
Asset Services
Works
Environmental Health and Waste Services
Planning & Development Services
Statutory Planning
Strategic Planning
Governance
CEO & Council support
Human Resources
Administration support
Environmental Health
Community Development
Building approvals & inspections
Sustainability & Environment
Asset Management
Survey & Design
Legal
Drainage
Bridges
Governance & Marketing
Beach Lifeguard
Accounting
Personnel
Occupational Safety & Health
Payroll
Workforce planning
Community sporting facilities
Libraries
Sanitation management
Event approvals
Margaret River Regional Library
Augusta Library
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Workforce full time equivalent The Shire’s workforce budget allocation for 2014 (inclusive of grant funded positions) includes a breakdown of Full-Time Equivalent (FTE) as detailed in Table 1. Table 2 details those positions that were grant funded in 2014.
Workforce profile The Shire’s workforce profile is updated annually to inform the Shire’s workforce strategies and actions in order to deliver a sustainable workforce plan.
Staffing levels
Key changes in the Shire’s staffing levels have been attributable to the following: ♦ The Shire has been successful in gaining
funding towards staff costs for externally sponsored projects and programs. It is noted that external authorities are demonstrating a preferred approach of subsidising the Shire for employing and administering staff to manage grant funded projects and programs; and
♦ The Shire has sought to reduce contract services by employing staff to undertake duties traditionally undertaken by contractors.
The Shire has also experienced an increase in staffing numbers (headcount) due to more staff requesting flexible working arrangements, resulting in an increase in part-time employment arrangements. The staffing levels for the period 2010 – 2014 are detailed in Table 3.
Workforce Costs
The Shire’s total workforce costs have increased through annual wage increases, employment of new staff (including grant funded positions) and an increase in provisions for Long Service leave and the Personal Leave Incentive Scheme. It is noted that changes to the Statutory Superannuation Guarantee will also contribute towards higher workforce costs in the future. Refer to Table 4.
Workforce costs as a percentage of total levied revenue The Shire has experienced steady growth in workforce costs averaging 8.9% per annum between 2010 and 2012, whilst growth in rateable properties has only averaged 0.83% per annum for the same period. Refer to Table 5.
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Table 1: Workforce full time equivalent 2014
Section Number
Governance and Marketing 4.00 Human Resources 5.42 Directorate Corporate and Community Services 2.50 Accounting 4.00 Revenue 2.76 Customer Relations 7.03 Information Communication and Technology 2.00 Records 2.00 Community Emergency Services 1.00 Community Development 4.13 Ranger 4.39 Library 6.52 Caravan Parks 6.57 Sport & Recreational Services 19.00 Cultural Centre* 1.00 Directorate Infrastructure 2.83 Asset Services 8.65 Works Administration 4.60 Surveying/Design 3.00 Construction Services 16.40 Drainage 3.00 Maintenance Services 8.00 Bridges 2.00 Parks and Gardens 11.00 Augusta 3.00 Workshop 3.00 Directorate Sustainable Development 4.53 Building Services 1.87 Environmental Health 5.30 Waste Services 6.75 Waste Transfer Stations 2.16 Planning and Development Services 9.63
Total Workforce FTE 168.04
Note: *Subject to community handover in December 2013.
Table 2: Grant funded positions 2014
Position Number Comments
Augusta Boat Harbour Clerks of Works 1.00 Project Manager - Supertowns 0.42 Approximately Project Finance and Administration Officer - Supertowns 0.26 Approximately Community Emergency Services Manager 0.50 Jointed funded 50:50 Community Recovery Services 0.08 Approximately
Total Grant Funded Positions 2.26 Note: A FTE is based upon a 38 hour week and 1,976 hours per annum.
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Table 3: Staffing levels 2010 - 2014
2010 2011 2012 2013 2014
Total Workforce FTE 152.82 158.56 160.79 166.37 168.24
Workforce FTE % Change -0.7% 3.8% 1.4% 3.5% 1.2%
Number of positions -1.15 5.75 2.22 5.58 1.92
Table 4: Workforce costs
Table 5: Workforce costs as a percentage of total levied revenue
Note: The total levied Revenue includes general rates levied and the waste levy it does not include external grants.
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2007 2008 2009 2010 2011 2012
Rate Levied Total Workforce Costs
72.00%
74.00%
76.00%
78.00%
80.00%
82.00%
84.00%
86.00%
2007 2008 2009 2010 2011 2012
Workforce Cost %
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Our people will be recognised for their: ♦ Respect and honesty towards one
another ♦ Innovative thinking outside the box ♦ Courage in dealing with difficult
situations ♦ Team commitment and leadership
within the Local Government Industry
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Workforce length of service with the
Shire
The average length of service for the workforce has decreased between 2011 and 2012 by 9.6%. In 2012 of the 24 staff that ceased employment with the Shire, six had in excess of 10 years’ service with the Shire. The workforce four year projections indicate that the portion of the workforce who are aged 55 years and over will have amassed a total of 1,035 years of service with the Shire. This equates to an average length of Shire service of 11.6 years per FTE for this group. Note that this does not include Local Government industry service external of the Shire. Refer to Table 6.
Workforce age distribution
The Shire currently has three business units with a workforce median age of 50 years and over. The Shire workforce four year projection indicates that 41% of the workforce will be aged 50 years and over, and, of that percentage, 5% will be aged 65 years and over by 2017. In 2009, the median age for Local Government Administration staff was 46 years.1 Refer to Table 4. Australian Bureau of Statistics (ABS) 2011 Census data indicates the following: ♦ The Augusta-Margaret River Shire region has
a median age of 39. ♦ The proportion of pre-school and school age
children in the Shire is higher than in Western Australia or Australia. This potentially has implications for the Shire’s workforce with respect to requests for flexible working arrangements and carer’s leave.
♦ The Shire employs a much lower proportion of young people aged 15 to 24 (9.1%), compared to 13.7% for Western Australia as a whole. This may have implications with respect to accessing youth for employment opportunities.
Refer to Table 7.
1 Employment Outlook for Public Administration and Safety, SkillsInfo, with
source data ABS Labour Force Survey.
Workforce employment type
The Shire has a relatively flexible workforce with 63% of staff being employed as on-going permanent staff. The current level of casual employment arrangements will need to be revised based upon increases in casual loading within the Modernised Local Government Award. Refer to Table 8.
Diversity
The Shire’s profile indicates that workforce diversity is generally representative of the population diversity within the Shire. Refer to Table 9.
Country of Birth 2011
The Shire’s workforce profile is predominately of Australian descent, with the United Kingdom, New Zealand and South Africa being the next three major groups, representing a collective total of 18.2 per cent within the workforce. 2 Refer to Table 10.
Gender
The Shire’s profile indicates that the workforce comprises of 49% male and 51% female, whilst women account for 31% of senior positions within the Shire. Refer to Table 11.
2 Source: ABS Quickstats Census data 2011.
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Table 6: Workforce length of service with the Shire
2010 2011 2012
Sample staff number (headcount) 199 195 219
Workforce average length of service years 5.42 6.12 5.53
Table 7: Workforce age distribution
Workforce 2013 - sample 219 staff Median Age
Age
15-24 25-49 50-64 65+
As a % of the workforce 42 9% 59% 30% 1%
Note: Due to rounding percentages may not equal 100%
Table 8: Workforce employment type
Workforce 2013 – sample 219 staff Shire of AMR Total Workforce
Male % composition
Female % composition
Fixed term full-time as a % of the workforce force
13% 68% 32%
Fixed term part-time 4% 44% 56%
Permanent full-time 47% 65% 35%
Permanent part-time 16% 12% 88%
Casual 21% 30% 70% Note: Due to rounding percentages may not equal 100%
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Table 9: Diversity
Population Diversity % Workforce
Sample 219 staff
Shire of AMR WA
Male 49% 50.1% 50.3%
Female 51% 49.9% 49.7%
Indigenous 0.5% 1% 3.1%
Born in Australia 74.3% 72.50% 62.9%
Born Overseas 25.7% 27.5% 37.1%
Need Assistance in Daily Living (Disability) 1.5% 2.7% 3.5%
Table 10: Country of birth
Country of Birth Workforce Sample 202 staff
Persons in the Shire of AMR Persons in WA
Australia 74.4% 72.5% 62.9%
England 9.4% (UK) 7.7% 8.6%
New Zealand 4.9% 3.1% 3.2%
South Africa 3.9% 0.7% 1.6%
United States 1.5%
Brazil 1.0%
Other countries 4.9% 16% 23.7%
Table 11: Gender
Senior Positions in WA Local Government
Tier Total # # Women % Women % Women in LG (2009)
Tier 1 - Executive 4 1 25% 7 %
Tier 2 - Management 13 4 31% 31%
Tier 3 - Coordinator 12 4 33% 38%
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Workforce performance data
Staff Turnover
Over the last three years the Shire has experienced a consistently low turnover rate that has been below the Western Australian Local Government Industry average. The high Western Australian Local Government industry turnover rate may be indicative of the level of opportunity available to people within the Western Australia Local Government labour market and the willingness of people to pursue their careers within the industry. Refer to Table 12.
Recruitment
The Shire has undertaken a large volume of recruitment work over the last three years, which has included servicing staff turnover and filling new positions. The Shire has experienced some difficulty in sourcing suitable applicants for Management and Professional roles, as would be expected within in a highly competitive labour market. Refer to Table 13.
Workers compensation
The number of workers compensation claims at the Shire over the last three years has remained below the Western Australian Local Government Industry Group Average. The Shire predicts that lost duration rates will increase with an ageing workforce in terms of increased injury recovery times that was potentially attributable to higher duration rates within 2012. Refer to Table 14.
Employee assistance program
The number of staff accessing the Shire’s Employee Assistance Program (EAP) has generally been consistent, but a 40% increase in 2012 may be indicative of the health community’s forecast for an increase in mental health issues. The Shire is also finding that people are acknowledging mental health issues more and are also more willing to seek medical and other assistance. Refer to Table 15.
Outstanding leave liability
As noted by the Shire’s auditors, there has been significant progress made towards reducing accumulated leave within the workforce. Outstanding leave effective March 2013 is outlined in Table 16.
Personal leave
The Shire has experienced a higher Personal Leave ratio than the Local Government Industry average that has been attributable to chronic illnesses experienced by an ageing workforce, carers leave and potentially a rise in flus and viruses affecting staff and their families. 1 Refer to Table 17.
Training and development
The Shire’s training and development expenditure has been increased to assist staff to gain professional qualifications, supporting the Shire’s succession plans. In addition there has also been an increase in the number of safety compliance courses, staff are required to complete and also an increase in the costs associated with staff attending courses in Perth including accommodation and travel expenses. Refer to Table 18.
1 Western Australia Local Government Association Remuneration Survey
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Table 12: Staff turnover 2010 2011 2012
Staff Turnover Number 22 16 24
Staff Turnover total years’ service with the Shire 77 43 125
% Turnover AMRSC (Headcount) 12% 9% 13%
% Industry Turnover Average (WALGA) 18% 20% 19%
% staff ceasing who would recommend the Shire as a place to work to their friends
93% 68% 95%
Table 13: Recruitment
2010 2011 2012
Number employment vacancies 27 35 36
Recruitment expenditure $ 66,829 104,860 86,627
Table 14: Workers compensation
2010 2011 2012
Shire number workers compensation claims 7 13 13
Industry average number workers compensation claims
16 18 17
Shire lost time injury duration rates 5.5 10 77.7
Industry average lost time injury duration rates 58.8 36.3 39.6
Note: Duration Rate = Lost Time Injury Days / Lost Time Injury
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Table 15: Employee assistance program
2010 2011 2012
Number people accessing EAP 10 10 14
Table 16: Outstanding leave liability
Leave Type Hours Limits
Time in Lieu 346 Hours in excess of 1 week
Annual Leave 729 Hours in excess of 8 weeks
Long Service Leave 1,435 Entitlement hours yet to be taken
Table 17: Personal leave
2011 2012 2013
Total Number Employees (Full Time Equivalent) 148 160 152
Total Personal Leave hours taken per annum 8,563 7,910 8,876
Personal Leave ratio (Employees average Personal Leave hours taken per annum)
57.86 49.44 58.39
Table 18: Training and development
2010 2011 2012
Training expenditure ( $ actuals) 205,795 276,443 281,199
Training expenditure ( % salaries & wages actuals) 2.20% 2.87% 2.70%
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Australian Business Excellence – Self guided assessment This Business Excellence Review was conducted in March 2011 and included input from a sample of Shire personnel including those from the Executive Leadership Team (4), management (10) and staff (38) levels. The Review score was 474/1000 compared to 234/1000 achieved in 2004. A score of this magnitude would qualify an organisation for recognition at Foundation in Business Excellence level in the Australian Business Excellence Awards. As part of the assessment our people were asked to rate the organisation. Refer to Table 19.
Business Excellence Gauge The Business Excellence Gauge is a legend that assists in considering the following graph, identifying the key areas of organisational capability in which the Shire of Augusta-Margaret River is either, achieving excellence, approaching excellence or a focus for improvement is called for. This is based on combining the perceptions of the personnel at all participant levels.
Hewitt Best Employers in Australia and New Zealand The Shire participated in the Hewitt Best Employers in Australia and New Zealand Survey Accreditation Process which is the largest of its kind in Australia and New Zealand. The employee survey was launched in October 2010 and over 100 Shire staff participated in the process. Key findings ♦ Augusta Margaret River Shire achieved an
Engagement score of 38%, which places the Shire in the ‘Serious’ Range.
♦ 32% of respondents indicated that they were ‘Nearly Engaged’. This figure represents a good opportunity for the Shire to shift this cohort towards the ‘Engaged’ sector.
♦ The strongest Engagement behaviour was “I would not hesitate to recommend this organisation to a friend seeking employment” at 50%.
♦ The lowest score of 31% was for “This organisation motivates me to contribute more than is normally required to complete my work.”
♦ This trend of decreasing scores from ‘Say’ through ‘Strive’ is reflective of what Hewitt see across ‘Other Organisations’ and ‘Best Employers’.
Participating organisations receive feedback from their workforce against the following Best Employers Criteria: ♦ Engagement ♦ Leadership Commitment ♦ A Compelling Promise to Employees ♦ Connecting Employees to the Company
Strategy ♦ A Differentiated High Performance Culture
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Table 19: Business Excellence People score
Category Item % Score Max Point Value
Points Attained
People A great place to work 53.89 80 43.1
Building organisational capability through people
50.23 80 40.2
Total 160 83.3
Business Excellence gauge Achieving Excellence Indicator 65% or more
Approaching Excellence Indicator between 31% and 64%
Focus for Improvement Indicator 30% or less
Hewitt Best Employers Engagement score
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Scarce resources, wages pressures, an ageing workforce, skills shortage are some of the challenges facing the organisation in the workplace.
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Occupational Safety and Health (OSH)
(AS/NZS4801:2001) Audit Key
findings
The Shire engaged an independent audit of the Shire’s Occupational Safety and Health Management system which was conducted in accordance with Australian Standard (AS/NZS4801:2001) on the 1st September 2010. Refer to Table 17 for a comparison between the 2007 and 2010 results. Refer to Table 20. Key Findings It was evident that the overall Occupational Safety and Health Management System had improved to a level that qualifies the Shire for a Silver Diligence in Safety Certificate. It was recognised that the Shire had worked extremely hard to improve reporting and implement the systems to a standard which scored an average 72% over the 10 categories that were assessed, including highlights as follows:
♦ The safety management system recognised that the OSH Policy and supporting documentation had significantly improved;
♦ Planning had improved by 20% and this is a credit to the OSH Committee;
♦ Implementation had improved by 13% - this is a credit to operational managers, supervisors and safety representatives;
♦ Documentation indicated a 14% improvement which demonstrated an excellent effort from all parties;
♦ Hazard Identification, Risk Assessment and Control of Risks were up by 15% - a great result for all council staff; and
♦ Management systems improved by 10% - demonstrating excellent work.
Table 20: Occupational Safety and Health Audit comparison
2007 2010 Category
62% 72% Total
56% 75% OHS Policy
43% 63% Planning
64% 77% Implementation
66% 67% Training
64% 68% Consultation, communication and reporting
59% 73% Documentation
63% 73% Hazard identification, risk assessment, and control of risks
63% 73% Emergency preparedness and response
67% 73% Measurement and evaluation
64% 74% Management systems
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Our challenges and opportunities A comprehensive workforce analysis has been conducted to ascertain what challenges the Shire may face now and into the future. As an integrated approach, the analysis has been undertaken at the ‘coal face’, with each Business Unit having identified its own unique and particular challenges facing its operations.
Environmental Analysis Understanding what external factors may impact upon the Shire’s capacity and capability to deliver services and products now and in future.
Skill shortages
The Local Government Industry has a total of nine occupations on the Skills Shortage List Western Australia including 6 that are defined as a shortage 1 The Department of Training and Workforce Development has compiled a State priority occupation list for August 2012. This list includes weightings based upon the length of time it takes to educate and/or train an individual in the skills required for an occupation. The Local Government Industry has a total of 31 occupations on this list of which 5 are defined as a State Priority. 1
Wage pressures
On a scale of 1 to 10 Australia scores around 8.0 in terms of both wage pressures in the overall economy and in high skilled industries. The higher the rating the more real wages are increasing quickly relative to the long term. This
1 Skills Shortage List Western Australia DEEWR published 27 February
2013
is potentially representative of the high level of demand for skilled workers and equally the shortages of skilled workers available now and into the future. 2
Talent management
Over half of the employees that responded (1,564 professionals) to the Michael Page 2013 Employee Intentions survey (52 per cent) indicate they are very likely to seek a new role with another employer in the next 12 months and nearly a third of professionals that responded to the survey (27 per cent) outlined that their primary motivation was to secure a new position that provides a structured career plan. 3
General health
General health and fitness is declining - health concerns such as obesity and diabetes will increase, affecting workers’ health and ability to work. Over the past 20 years, the average weight of Australian adults increased by around 0.5 to 1kg per year. 4
2 The Hays Global Skill Index 2012. 3 Michael Page Australia, Employee Intentions Report 2013. 4 Melbourne Baker IDI Heart and Diabetes Institute studies 2008
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Mental health
The World Health Organisation predicts by 2020 depression will be the second biggest health problem worldwide, behind heart disease, and one in five Australians is expected to be diagnosed with a mental illness in their lifetime.
Occupational safety and health
On average a person is killed in WA as a result of a traumatic work-related incident every 19 days and 17 traumatic work-related fatalities were recorded in Western Australia during 2011-12. 1
Gender diversity
In 2011, women represent more than two thirds (70 per cent) of all employees in public sector agencies and authorities. At the level of senior executive and chief executive officer the representation of women remained below 30 per cent, with Local Government having the lowest representation at this level of 7.1 per cent. 2 Residential property availability
Margaret River is suffering from a severe shortage of rental properties with desperate tenants waiting more than six months to find a home in the town and record demand for home viewings.3 House price comparison
The Busselton and Augusta-Margaret River localities demonstrate higher average dwelling sale values compared to other localities within the Southwest region. Refer to Table 21. More recent data provided by Landgate on suburb sales statistics indicates that Margaret River median house prices for the period from January 2012 to December 2012 are 4.1 per cent higher than Busselton and 21 per cent higher than Bunbury. 4 1 Worksafe Work Related Lost Time Injuries and Diseases in WA Based on
the five year average for the period 2007-08 to 2011-12. 2 Department for Communities 2012 Women’s Report Card 3 Augusta Margaret River Times, 26 Oct 2012. 4 http://www.landgate.wa.gov.au
Superannuation guarantee
Changes to the Superannuation Guarantee (Administration) Act will result in incremental increases to the superannuation guarantee charge from 9% to 12% over the next seven years, commencing 2013-14 financial year.
Key challenges The key workforce challenges the Shire faces now and into the future are as follows: ♦ Scarce resources making it difficult to be
able to sustainably deliver a wide range of services and infrastructure expected of a growing iconic location;
♦ Ability to attract and retain a skilled workforce whilst overcoming the wage pressures created from the minerals and resources boom and the relatively high cost of living evident within the Shire;
♦ Having an ageing workforce that is agile enough to manage staff absences, including phased in retirement, leave absences and vacancies whilst attempting to maintain service levels;
♦ The labour market skills shortage which is creating additional mentoring and development requirements for our emerging leaders
♦ Being able to meet the continual increase in legislative compliance, governance and external funding requirements placed on a small sized Local Government Authority; and
♦ The inability of the Shire’s corporate system to meet workforce demands as part of delivering efficient and effective systems of workflow, retaining corporate knowledge and providing base line performance data.
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Key opportunities The key workforce opportunities the Shire may utilise to meet its Community Strategic Plan objectives now and into the future are as follows: ♦ Promote a balanced work/lifestyle to attract
and retain skilled and motivated people to this iconic location;
♦ Engage people with a sense of purpose to support and service the community of which they are a part;
♦ Access untapped skill resources within the community including retirees, stay at home parents, school based trainees and volunteers;
♦ Develop the agility of the workforce through capitalising on the willingness of our people to learn and develop;
♦ Promote employment opportunities for all people within the community including indigenous, youth and those with disabilities and
♦ Utilise external grant funding opportunities to develop the skills and experience of the workforce.
Table 21: House price comparison
Average Dwelling Sale Values ($)
LGA 2004 2005 2006 2007 2008
Augusta-Margaret River 336,794 408,738 488,281 580,183 544,264
Bunbury 218,724 286,908 391,548 403,781 378,295
Capel 245,598 342,147 439,525 494,382 445,906
Donnybrook-Balingup 153,279 215,280 297,882 344,350 354,737
Busselton 361,804 458,644 578,987 699,741 666,018
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Looking to the future The integrated planning process adopted by the Shire promotes two way communications between all key stakeholders. This includes the community as part of developing the Community Strategic Plan and the administration as part of developing the Corporate Plan.
Workforce plan reviews In delivering the Shire’s vision, each Business Unit has assessed its capacity to be able to sustainably meet their service objectives now and into the future. The challenge for the Shire is balancing the aspirations of the community and other key stakeholders against ensuring that there are sufficient resources to meet an increasing demand on services and infrastructure. The shire is committed to continually improving its workforce model and as such, has identified priority areas within the organisation that require further review and analysis to determine the most sustainable service and workforce model.
Workforce plan reviews
Strategy 1 Develop long term resourcing strategies that are aligned to the Community Strategic Plan
Action1.1 1.1.1 Undertake annual Workforce Plan
reviews 1.1.2 Undertake a major Workforce Plan
review every four years
Key skill priorities This identifies those skills the workforce requires that have the potential to impact upon the delivery of Shire services and projects. Refer to Table 22.
Key occupation shortages This identifies occupations within the Shire’s workforce that are on the Western Australia State priority occupation list. Refer to Table 23.
Key workforce risks This identifies the inherent workforce risks associated with the Shire that has potential to impact upon the delivery of services and projects.
Engagement
“Augusta Margaret River Shire (AMRS) achieved an Engagement score of 38% which places them in the ‘Serious Range’. 32% of respondents indicated that they were ‘Nearly Engaged’. This figure represents a good opportunity for AMRS to shift this cohort towards the Engaged sector”. 1
1 Key Findings Hewitt Best Employer ANZ Survey, October 2010.
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Management systems - People
“The wellbeing of staff is entrenched in the policies, processes, services and facilities in place. The culture is becoming more open and provides the base to move to a mores systemic environment. There is a commitment to training and development within the organisation which could be enhanced by supporting staff when the opportunities arise. Consider the skill development of staff with relation to leadership at all levels”. 1
Occupational Safety and Health Management Systems (OSHMS) “It is evident that the overall OSHMS has improved to a level that qualifies the Shire for a Silver Diligence in Safety Certificate. It is recognised that the Shire worked extremely hard to improve reporting and implement the systems to standard that scored an average 72% over the 10 categories that were assessed”.2
Leave Management
“This year, we are pleased to note there was a continued decrease in the long service leave provision. This was due largely to the monitoring and enforcement of policies surrounding long service leave…. Large accumulations of leave can give rise to funding issues and it is important to continue the enforcement of policies surrounding employee leave entitlements.” 3
1 Business Excellence, Organisational Performance Review Report – Key Findings People, May 2011. 2 AS/NZS 4801:2001 Audit Report – Key Findings, August 2010 3 Management Report Year ended 30 June 2012, prepared by UHYHA and submitted to the Shire President 02/10/2012
Retention
The Shire’s turnover rate has consistently been below the Western Australian industry average. But not withstanding there are service continuity risks for a small sized Shire to be able to cover such absences whilst a replacement is being sourced. It is noted these risks are often amplified for those highly skilled people who are difficult to source and whom are often recruited from outside the region, leading to higher vacancy duration rates. 4
Workforce funding
The adjusted operating surplus ratio is considered weak at (-2.0%) for the period 2011/12 but is showing signs of recovery, despite being negative, following three years of rapid improvement. For the review period the average adjusted operating result is considered not financially sustainable over the long term. The Operating Surplus Ratio is an indicator of the extent to which revenue raised not only covers operational expenses, but also provides for capital funding.
4 WALGA Remuneration Survey 2013- Industry turnover rates
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Table 22: Key skill priorities
Support Service Skills Direct Service Skills
Integrated planning and reporting Plant operations Asset management New supervisor Financial management Project management Human resources management Contract management Occupational safety & health management Environmental management Risk management GIS software Procurement Childcare early learning framework Governance Building surveyor certification (unrestricted) Competitive tendering Best practice landfill operations management Maintain legislative compliance awareness Food safety auditing Corporate planning and reporting Risk mitigation planning for town sites
Contemporary community engagement practices Caravan park operations management Stormwater management Waste water management High risk construction Maintain professional qualification requirements Maintain awareness of industry best practice
Table 23: Key occupation shortages
Support Service Occupations Direct Service Occupations
Human Resource Manager Building Inspector Human Resource Adviser Caravan Park and Camping Ground Manager Human Resource Clerk Child Care Centre Manager Occupational Health and Safety Adviser Child Care Worker Accountant (General) Civil Engineer Diesel Motor Mechanic Civil Engineering Draftsperson Finance Manager Civil Engineering Technician Surveyor Community Worker Motor Mechanic (General) Earthmoving Labourer ICT Managers Engineering Manager Corporate Services Manager Excavator Operator
Fitness Centre Manager Fitness Instructor Lifeguard Out of School Hours Care Worker Truck Driver (General) Urban and Regional Planner Youth Worker Engineering Professionals Mobile Plant Operators Construction Project Manager Conservation Officer
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Planning for the Future Local Government needs to proactively plan for the future through developing the capability of existing staff, identifying critical areas of risk and developing succession plans.
Workforce Plan Policy Objectives Council is committed to ensure that the Shire has a sustainable workforce to deliver its Community Strategic Plan vision. Policy The objectives will be achieved through a three tiered approach that recognises the current labour market skills shortages within Western Australia and the diverse skillset requirements of a Local Government Authority workforce The Council and the administration will work in collaboration to ensure the Shire’s vision can be realised through a workforce that: ♦ has sufficient workforce capacity to deliver
what is expected now and into the future; ♦ has access to capable people who have the
skills that are required now and into the future; and
♦ that attracts and retains skilled and motivated people
The sequencing of the tiered approach recognises the strategic need for Local Government to be pro-actively developing the capability of its existing workforce. This will ensure that the Shire has access to skilled people, particularly in areas where skills shortages pose a significant risk to business continuity either through workforce vacancy periods or leave absences.
Application An integrated approach to workforce planning shall be adopted including the application of sustainability measures that will seek to drive continuous improvement at the “coal face” based upon what particular risks each Business Unit is facing now and into the future. There is a commitment towards promoting two way communication during the process to ensure all key stakeholders have an opportunity to contribute towards the development of a sustainable workforce plan. The Council is responsible for providing sufficient resources to implement the Shire’s Community Strategic Plan in a sustainable manner. The CEO shall be responsible for endorsing, monitoring and reviewing the Shire’s Workforce Plan in respect to its sustainability to deliver the Shire’s vision now and into the future. The Manager Human Resources shall be responsible for facilitating the development, review, implementation and reporting requirements of the Shire’s Workforce Plan. Managers shall be responsible for developing, implementing and reviewing their Business Units Workforce Plans in respect to their sustainability to deliver the Shire’s vision now and into the future. Staff will contribute input towards the planning process and delivery of the Shire’s vision now and into the future through maintaining existing skills and developing new skills as required.
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Workforce capacity The Shire shall ensure it has sufficient workforce capacity to fulfil its service objectives now and into the future.
Workforce capacity and growth forecast The Shire administration has reviewed its services to identify key workforce enhancements for 2013-14. The findings are detailed in Table 24. In response to service changes and managing workforce costs to a sustainable level, the Shire has deferred workforce growth requests that are not funded into the long term (5-10 years). Workforce growth initiatives for the immediate future are detailed in Table 25. The workforce growth plan represents annual growth (non-accumulative) and all figures are applied in today’s dollars i.e. 2013 salary and wage rates. A Full Time Equivalent (FTE) represents a person employed full-time for 1976 hours per annum.
Critical roles and succession plans The Shire has considered the critical workforce risks evident within each Business Unit and, as a result, each Business Unit has developed long and short term succession plans to promote workforce continuity. A critical position or position group may be deemed critical based upon criteria as follows: ♦ Where the position has a significant impact on
the Shire’s strategic outcomes ♦ The occupation is on a skills shortage register ♦ If the Shire has had difficulty in
sourcing/replacing the required skills ♦ Where the present incumbent possesses
significant corporate knowledge Business Unit Workforce Action Plans have been developed to address any succession gaps for those critical roles identified.
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Table 24: Workforce capacity
Position Justification
Cultural Centre Manager To manage the Cultural Centre if required by the Arts Margaret River community group.
Cultural Centre Technician To provide technical support services to the Cultural Centre if required by the Arts Margaret River community group.
Corporate Planner
To undertake works to ensure the Shire meets its legislative compliance requirements in relation to the Local Government Integrated Planning Framework.
Table 25: Key Result Area - Workforce Growth
Position Title 2014 $
2014 FTE
2015 $
2015 FTE
2016 $
2016 FTE
2017 $
2017 FTE
Manager Cultural Centre
45,000 0.50 45,000 0.50
Technical Officer Cultural Centre
37,672 0.50 37,672 0.50
Corporate Planner 37,672 0.50 37,672 0.50
Totals 120,343 1.50 120,343 1.50 0-00 0.00 0-00 0.00
Note: Cultural Services roles are dependent upon community hand over of the Cultural Centre
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The Shire is committed to attracting and retaining a skilled and motivated workforce.
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Workforce Capability The Shire recognises that its workforce capacity is heavily reliant upon its internal capabilities, including how effectively the Shire’s people, structure, systems of work, leadership interrelate to deliver the Shire’s Strategic outcomes. The Shire is committed to developing a capable workforce through the following Key Result Areas: ♦ Core business competencies; ♦ Core personnel competencies; ♦ Recruitment and appointment; ♦ Development and growth; and ♦ Engagement.
Core business competencies Core business competencies are those areas in which the Shire of Augusta-Margaret River has to do exceptionally well to deliver sustainable services: ♦ Awareness of community vision and the
strategic agility required to manage the journey forward
♦ Collaborative leadership in delivering a customer focused organisation
♦ Enhanced workforce engagement to achieve the Shire’s strategic outcomes
♦ Driving innovation and continuous improvement through applying the principles of Business Excellence
♦ Promotion of workplace learning opportunities
Core personnel competencies These are the key areas of competence or capability required of our personnel in order to achieve our business strategies:
Our personnel
♦ Follow defined OHS policies and procedures ♦ Provide service to local government
customers ♦ Work effectively in local government ♦ Work with others in local government ♦ Apply conflict resolution strategies ♦ Implement effective communication
techniques ♦ Access learning and career development
opportunities ♦ Participate in environmentally sustainable
work practices 18
Our leaders
♦ Create vision and give direction ♦ Develop people ♦ Manage resources and risk ♦ Promote and achieve quality outcomes ♦ Understand relationships ♦ Manage and develop themselves 19
18 Certificate I, II, III within the Local Government Industry Qualification framework. 19 Local Government Executive Leadership Competency Framework. Local Government Managers Australia (SA) Inc.
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Recruitment and appointment To source skilled and motivated people who are aligned with our guiding values and principles.
Strategy 2 Recruit, train and retain high achieving employees
Action 2.1
2.1.1 Undertake training on best practice recruitment and selection processes
2.1.2 Review induction (on- boarding) program for new employees
2.1.3 Research and implement web based recruitment system
Development and Growth To ensure our people have the necessary skills, experience, knowledge and competencies that are required to deliver our objectives now and into the future.
Action 2.2
2.2.1 Review Shire training and development plan
2.2.2 Implement career growth plans
2.2.3 Implement on-line training and induction program
2.2.4 Implement employee development and growth plans
Engagement Having a capable workforce includes how willing and able individuals are to contribute towards achieving our outcomes. Action 2.3
2.3.1 Review Shire engagement strategy
2.3.2 Develop an integrated performance management system
2.3.3 Undertake training in best practice for managing performance
2.3.4 Coordinate the employee personnel evaluation system
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Workforce Attraction and Retention The Shire is committed to attracting and retaining a skilled and motivated workforce.
The following Key Result Areas have been identified for the attraction and retention of staff: ♦ Remuneration, reward and recognition ♦ Communication ♦ Leadership and culture ♦ Safety, health and wellbeing ♦ Communication ♦ Diversity
Remuneration, reward and recognition To attract and retain achievement driven people, consistent with being an employer of choice. Strategy 3 Recognise and reward
high achieving employees
Action 3.1
3.1.1 Negotiate an Enterprise Agreement renewal
3.1.2 Facilitate employee recognition program
3.1.3 Implement flexible working arrangements
Review employee higher duties and secondment system
Communication To ensure our people have clear direction, access to organisational information and, importantly, have an opportunity to contribute towards the journey ahead. Strategy 4 Consult and inform
employees about key decisions by, and issues for the organisation
Action 4.1
4.1.1 Develop a workforce communication strategy
4.1.2 Undertake training in best practice communication techniques
4.1.3 Undertake regular full staff meetings
4.1.4 Produce and distribute staff newsletter
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Leadership and culture To pursue a culture which is consistent with the Shire’s values, which is supported by a collaborative leadership approach. Strategy 5 Develop staff
leadership throughout the organisation to assist with accountable decision making.
Action 5.1
5.1.1 Implement Emerging Leadership Program
5.1.2 Facilitate Women in Leadership Program
5.1.3 Review Human Resources management Plan
5.1.4 Provide Code of Conduct training for staff.
Safety, Health and Wellbeing To ensure there is a safety culture evident within the Shire, where the health and well- being of employees is supported in a positive manner. Strategy 6 Provide a healthy, safe
and fair workplace Action 6.1
6.1.1 Implement Occupational Safety and Health Management Plan
6.1.2 Review Occupational Safety Management system
6.1.3 Implement Employee Health Program
6.1.4 Integrate Safe Operating Procedures into the on-line training system
6.1.5 Review Injury Management and Rehabilitation Management system
6.1.6 Review Fitness for Work Management system
6.1.7 Review Peer Support and Employee Assistance programs
Diversity To provide an environment where people are walking our values for the purpose of ensuring we are open and responsive to the needs of a diverse workforce. Action 6.2
6.2.1 Implement Equal Opportunity Plan
6.2.2 Complete Annual Equal Opportunity Report
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Measuring our success and sustainability The Shire is committed to monitoring and assessing its performance to ensure that its resources are aligned to implementing its business strategies in achieving the Shire’s strategic goals. The following Key Result Area has been identified for measuring our success and sustainability: ♦ Reviewing and reporting Strategy 7 Measure and report on
success and sustainability
Action 7.1 Collate Workforce Performance Data for Shire Annual Report
Coordinate Business Excellence Self-Guided assessment
Coordinate OSH Audit AS/NZS4801:2001
Coordinate Best Employer Survey
Review workforce performance measures and systems for capturing performance data.
Strategic indicators Indicators have been developed to clarify what we are trying to achieve towards meeting our strategic goals. Refer to Table 26.
Key related plans and agreements ♦ Business Unit Workforce Plans ♦ Corporate Support Workforce Plan ♦ Human Resources Plan ♦ Occupational Safety and Health Plan ♦ Equal Opportunity Plan ♦ Women’s Leadership Plan ♦ Shire Enterprise Agreement
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Table 26: Strategic indicators
Indicator Target Frequency
Workforce cost ratio 80% Annual
Replacement cost ratio <2% Annual
Training cost ratio >2.8% Annual
Employee voluntary turnover 10% Annual
Vacancy duration rate 50 days Annual
Number Workers Compensation claims 10 Annual
Lost Time Injury Rates Duration 30 days Quarterly
Occupational Safety and Health S/NZS4801:2001 rating 80% Three years
Australian Business Excellence – People rating 65% Four years
Hewitt Best Employer Engagement Survey rating 50% Four years
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We will continually monitor and assess our performance to ensure that our resources enable the strategic goals of the Shire to be achieved.
Shire of Augusta-Margaret River Main Administration Office 41 Wallcliffe Road (PO Box 61) Margaret River 6285 P: 08 9780 5255, F: 08 9757 2512 Office Hours: Mon to Fri, 9am – 4pm Phone enquiries: 8am – 4.30pm Augusta Administration Office 66 Allnutt Terrace Augusta 6290 P: 08 9780 5660, F: 08 9758 0033 Office Hours: Mon to Fri, 9am – 4pm (closes for lunch 12pm — 1pm) Phone enquiries 8am – 4.30pm www.amrshire.wa.gov.au [email protected]
