DRAFT WORKFORCE PLAN - City of Vincent · 2019-10-23 · City of Vincent Workforce Plan 2013 - 2018 3 1.0 BACKGROUND The Local Government sector in Western Australia is undertaking

DRAFT WORKFORCE PLAN

2013 - 2018

as at 16 April 2013

City of Vincent Workforce Plan 2013 - 2018 1

CONTENTS

Executive Summary ...................................................................... 2

1.0 Background .......................................................................... 3

2.0 Introduction .......................................................................... 4

2.1 Our City ....................................................................................... 4

3.0 Context and Environment ................................................... 5

3.1 Workforce Planning ..................................................................... 5

3.2 The Strategic Community Plan .................................................... 6

3.2.1 Strategic Community Plan Strategies ............................... 7

3.2.2 Business Philosophy & Values ......................................... 7

3.2.3 Implications for the Workforce Plan .................................. 8

3.3 Local Government Sector Influences .......................................... 10

4.0 Workforce Profile ................................................................. 12

4.1 Industrial Relations ...................................................................... 12

4.2 Demographics ............................................................................. 13

4.3 Current Structure ......................................................................... 17

5.0 Workforce Plan Strategies .................................................. 18

5.1 Strategies .................................................................................... 18

5.2 Workforce Costs Projections ....................................................... 19

6.0 Moving Forward ................................................................... 20

Appendix 1 – Workforce Plan Strategies .................................... 21

Appendix 2 – Workforce Plan Actions ........................................ 23

Appendix 3 – Workforce Plan Policies ........................................ 27


EXECUTIVE SUMMARY A strong, diverse, committed and motivated workforce is at the core of any successful business. Getting the right people into the right jobs is paramount and requires a commitment to attract, develop, retain and recognise talented and motivated employees who are aligned with our Vision and Values. We are a multi-faceted organisation, with a significant number of functions and operations. Accordingly, we require a diverse workforce that is capable of delivering positive outcomes for the organisation and to help us grow the local government area. We are however faced with many challenges; these include potential skills shortages in specific occupations, a large proportion of our existing workforce nearing retirement and recruiting the next generation of skilled specialist staff. Through our Workforce Plan, we’re focused on attracting and retaining quality people and in investing in developing our leaders and recognising and rewarding our high performers. We need to take our people with us to create the ‘fit for the future’ that we need to deliver our communities’ priorities. We need to involve our staff and support them in learning new ways of working. This Workforce Plan aims to support the City of Vincent in achieving the skilled, motivated, flexible and diverse workforce it needs to deliver value for money services that make a difference to our local community. Hon. Allannah MacTiernan John Giorgi, JP MAYOR CHIEF EXECUTIVE OFFICER


1.0 BACKGROUND

The Local Government sector in Western Australia is undertaking a number of reform initiatives aimed at improving the efficiency and effectiveness of its service delivery. A key initiative in the reform program is the implementation of an integrated planning and reporting framework, which all Local Governments must implement by 30 June 2013. This plan forms part of the City of Vincent’s Integrated Planning Framework, as shown in Section 3.2.


2.0 INTRODUCTION

2.1 OUR CITY

The City of Vincent a vibrant and progressive inner city local government, located just three kilometres from our State’s Capital City, Perth.

Encompassing the cosmopolitan inner city suburbs of Leederville, Highgate, North Perth, Mount Hawthorn and parts of Perth, East Perth, West Perth, Mount Lawley and

Coolbinia, the City caters for a range of residents and visitors with its facilities and events.

The main Administration and Civic Centre is only a short walk from the Oxford Street café strip, Beatty Park Leisure Centre, Library and Multi-purpose Indoor Sports Centre.

From tranquil parks to bustling shopping/café precincts, cutting-edge design to celebrated heritage places, sporting pursuits to artistic endeavours, the City offers something for everyone.

Our people choose to live in the community for its diverse neighborhood characteristics The City has 31,200 residents (ABS ERP 20 June 2012) with a broad spread of generation demographics

Our lifestyle and dwelling types are a mixture of innovative suburban built environments, greenbelt reserves and recreational facilities, combined with attractive streetscapes and convenient local business centres. The City itself offers a diverse range of services that typically incorporate core local government functions such as Planning, Development, Health, Community Development, Library and Local History Centre, Road, Waste and Ranger services, as well as some market driven services and facilities including Beatty Park Leisure Centre Loftus Recreation Centre and Loftus Community Centre.


3.0 CONTEXT AND ENVIRONMENT

3.1 WORKFORCE PLANNING Attracting, recruiting and retaining a large workforce is becoming increasingly difficult. The labour market in Australia is tight, characterised by an ageing workforce, technological change and skills shortages. In some areas competition for staff from the resources sector is intense. For local governments, therefore, an ability to plan for and develop their workforce in this complex environment is fundamental to ensuring that they continue to be able to serve their communities. Integrating a workforce plan in an overarching planning framework is not only good practice, it is a legislative requirement (from June 2013). The City of Vincent has developed this Workforce Plan as an informing resource strategy with particular reference to the goals embodied in our corporate plan. This workforce plan follows a process of environment scanning and forecasting to assess gaps in resourcing capability and develop strategies to close those gaps.

Business Analysis ‐Identify key business drivers

Forecast Demand ‐numbers of staff and

capabilities to meet future

needs

Forecast Supply ‐

current staff numbers & capabilities?

Compare Supply and Demand Forecasts ‐Identify key workforce challenges

Develop Strategies

Integrate Workforce Plan

Monitor, Evaluate and

Adjust


3.2 THE STRATEGIC COMMUNITY PLAN

City of Vincent – Strategic Planning Framework

Annual Plan

(Priorities, Key Projects and Capital Works Program)

Strategic Community Plan 2011-2021

Corporate Business Plan

Strategic Plan 2011-2016 Local Planning Strategy Car Parking Strategy

Seniors Strategy

Disability Access and Inclusion Plan

Safer Vincent Crime Prevention Plan

Municipal Heritage Inventory

Economic Development Strategy

Sustainable Environment Strategy

Climate Change Strategy

Workforce PlanStrategic Financial Plan Strategic Asset Management Plan

Annual Corporate Priorities Annual Strategic Priorities

Annual Budget

Directorate Plans

Section Action Plans

Waste Minimisation Strategy


3.2.1 STRATEGIC COMMUNITY PLAN STRATEGIES The Strategic Objectives of the City’s Community Plan are as follows: o Improve and maintain the natural and built environment and infrastructure.

o Progress economic development with adequate financial resources.

o Enhance and promote community development, safety and wellbeing.

o Ensure good strategic decision-making, governance, leadership and professional management; supported by a positive and desirable workplace.

3.2.2 BUSINESS PHILOSOPHY & VALUES Also incorporated in the Strategic Community Plan is the City’s Guiding Values integral to our success. All employees are expected to work within City of Vincent values and display the following behaviours:

GUIDING VALUES

Honesty & Integrity: Treat others with respect, fairness, consistency, courtesy and honesty.

Excellence & Service: Provide a high level of customer service. Strive to learn. Actively seek and evaluate new ways of doing things. Lead by example.

Teamwork & Commitment: Work as a team and assist each other for the betterment of the City, its residents and visitors.

Caring & Empathy: Be considerate of others and believe in their ability. Encourage and acknowledge effort and initiative.

Innovation & Diversity: We encourage creativity, innovation and initiative to realise the vibrancy and diversity of our vision.

Honesty &

Integrity

Excellence &

Service

Innovation &

Diversity

Teamwork &

Commitment

Caring &

Empathy


3.2.3 IMPLICATIONS FOR THE WORKFORCE PLAN The workforce plan has three broad priority areas; Skills & Talent; Organising to Deliver; and Organisational Performance. These priority areas are underpinned by goals and strategies, outlined later in this document.

The workforce plan strategies have been formulated in response to the Strategic Community Plan strategies and values. The table below illustrates the linkage.

STRATEGIES & VALUES WORKFORCE PLAN PRIORITY AREA Established Satisfactory Needs Review

4.1.1 Develop leadership skills, behaviours and culture that enhance the public image of the City

(a) Foster a professional, harmonious and effective working relationship between Council Members and Employees that contributes positively towards the achievement of the City’s adopted strategic goals.

(b) Maintain high standards of Council Member induction, training and knowledge

4.1.2 Manage the organisation in a responsible, efficient and accountable manner

(a) Continue to adopt best practise to ensure the financial resources and assets of the City are responsibly managed and the quality of services, performance procedures and processes is improved and enhanced.

(b) Implement the Council’s Risk Management Strategy throughout the organisation.

(d) Finalise and adopt a Business Continuity Plan for the Organisation.

4.2.1 Promote employee performance, recognition, reward, satisfaction and wellbeing, and provide a safe and positive workplace

(a) Finalise, adopt and implement a Workforce Plan.

(b) Ensure the organisation enhances and promotes Employee satisfaction, health, safety and wellbeing and promotes strategies to attract and retain employees and encourage career development.


STRATEGIES & VALUES WORKFORCE PLAN PRIORITY AREA Established Satisfactory Needs Review

(c) Review and continue to implement the City’s Occupational Safety and Health Plan.

(d) Review and continue to implement the City’s Equal Employment Plan.

(e) Seek opportunities to employ disadvantaged members of the community such as Aboriginal youth or people with disabilities.

Corporate Values – Honesty & Integrity, Excellence & Service, Teamwork & Commitment, Caring & Empathy and Innovation & Diversity

Skills and Talent

An ambitious but achievable major projects program will require high level project management and contract management abilities. Focus by the Executive Management on the projects will increase, inevitably leading to a greater emphasis on the Management Group’s ability to drive the organisations performance. Highly developed leadership skills, initiative and autonomy will be crucial to achieving the organisation’s goals.

The City’s remuneration structure must incorporate innovative and flexible ‘attractors’ to secure the skills required for critical specialist positions. The organisation must identify which positions fall into this category.


3.3 LOCAL GOVERNMENT SECTOR INFLUENCES

WA Economy

The resource driven economy in WA has presented challenges to Local Government in relation to recruitment and retention of employees in some professions, particularly engineering, planning and corporate accounting. The impact on the City to date has been minimal, losing only a small number of skilled employees to the mining resources and commercial sectors. The City has recruited skilled personnel on 457 Visas who were previously on working holiday visas. This has been more cost effective.

Information Technology

Mobile devices, managed (hosted) IT services and the demand for more on-line Local Government services are strongly driving change. The skill sets required over the next five years will change and a significant investment in training will be required. To optimise new business systems, additional resources will be required.

Legislation

The State’s Local Government reform program has included changes to regulations which now require Local Governments to undertake comprehensive community engagement and integrated planning. More advanced skill sets are needed to improve the financial, asset and business planning systems and processes to ensure effective integration. The State Government has also implemented changes to the Building Act, to introduce private certification. Whilst this may reduce the demand for building license certification services, opportunities also arise to service other local government areas. Industrial Relations Framework

Over the past 3 years, working practices have changed in line with the restructuring and simplification of Federal Awards. The City has a market competitive remuneration structure and a number of “work-life” balance initiatives have also been incorporated.


Aging Population

The aging workforce trend is well documented. It presents both opportunities and challenges. A significant portion of the City's employees are over fifty-five years of age and effective succession planning needs to be established for critical positions, to ensure the transfer of corporate knowledge. The City will need to be flexible to facilitate transition to retirement.

Local Government Reform - Metropolitan Local Government Review (MLGR)

The MLGR has created a degree of uncertainly for Metropolitan Local Governments and any change to the structure and function of Local Government in Western Australia will present both challenges and opportunities. On 25 October 2012, the Minister for Local Government tabled the Metropolitan Local Government Review Report in Parliament. At the time of writing this report, the State Government has not announced any decision regarding this matter. The Panel’s preferred option is a structure of twelve (12) Local Governments in Metropolitan Perth. This model provides an opportunity for alignment with the ten (10) strategic activities centres. The Panel recommended two Options – A and B – the report provided maps of proposed new boundaries. Both Options recommend 12 local governments in the metropolitan area – primarily based on the State Government’s Directions 2031 Strategic Activity Centres of:

Armadale, Cannington, Fremantle, Joondalup, Midland, Morley, Perth, Rockingham, Stirling and Yanchep (proposed).

The Panel identified two secondary sectors namely, Claremont and Cockburn. Option A – in essence amalgamates existing local governments, but it is not the Panel’s preferred option. Option B – the Panel’s preferred option involves amalgamating and splitting some local governments to provide for average populations of 190,000 electors by 2026. Under both options, the City of Vincent is proposed to be amalgamated with the new and enlarged City of Perth, which will include West Leederville (from the Town of Cambridge) most of the City of South Perth and approximately 50% of the Town of Victoria Park. There are a number of different scenarios that may ultimately eventuate in the future, but because of the uncertainty, this Workforce Plan is based on the current structure and function for the City of Vincent.


4.0 WORKFORCE PROFILE

4.1 INDUSTRIAL RELATIONS

The City has market competitive remuneration to attract high calibre candidates to fill vacancies and to ensure current employee conditions are maintained. Our Employees enjoy a high standard of conditions of employment and working environment. Employees are offered enhanced family and personal leave options to assist with providing a life work balance environment as to assist with retention of good employees who have developed workplace intellectual knowledge. Flexible working arrangements are reflected in job sharing opportunities, ability to accrue time toward flexible days off and the ability to extend maternity leave to return to a reduced hours or a job share role. Employees are encouraged to develop their educational skills and undertake a variety of formal and informal training. Enhanced training opportunities and support requires flexible work practices and funding to support employee skills diversity. The City has been very fortunate and has never experienced any industrial action by the City’s employees and/or unions representing the workforce.


4.2 DEMOGRAPHICS The City of Vincent’s establishment comprises 194 full time equivalents. The following illustrates the current demographic profile:

NUMBER OF EMPLOYEES

The chart above demonstrates the distribution of employees undertaking part-time and full-time employment within the City of Vincent. Part-time employees are predominately employed within the provision of community service areas of the City

AGE DEMOGRAPHICS

The demographic distribution of City of Vincent employees by age is demonstrated in the chart above. Employee age distribution peaks in the above forty five to over fifty five age group and the City is building capacity in a working environment that recognises a general trend towards an ageing workforce.

163, 86%

27, 14%

Full time

Part time

11, 5%

48, 25%

46, 24%

44, 23%

41, 21%

4, 2%

Age < 25 years

25‐ 35 years

36 ‐ 45 years

46 ‐ 55 years

> 55 years

Vacant positions


The City of Vincent distribution of employees by age is similar in comparison to the local government industry.

GENDER DEMOGRAPHICS

The chart above indicates distribution of City of Vincent employees by gender reflects an increased percentage of male employees compared to the greater Perth trend.

0%

5%

10%

15%

20%

25%

30%

Age < 25 years

25‐ 35 years

36 ‐ 45 years

46 ‐ 55 years

> 55 years

Vacant positions

Vincent

W.A. Local Govt

48.95%

51.05%50.36%

49.64%

Female Male

City of Vincent employees Greater Perth


LENGTH OF SERVICE

The above chart reflects that the City of Vincent has a relatively even number of employees across the age categories.

TURNOVER

The chart above identifies that the City’s turnover figures have remained steady for the past 10 years with only minor peaks from 2006 to 2008. This trend is not expected to change.

44, 23%

40, 20%

54, 28%

52, 27%

4, 2%

less than 2 years

2 ‐ 5 years

5 ‐ 10 years

> 10 years

Vacancies

14 15

19

43

35

23 23 24 24 25

31

3739

24

2830

24

11.1

1

10.7

9

12.1

8

26.0

6

20.5

9

13.0

7

12.6

4

13.2

6

12.5

13.0

2 16.0

6 18.8

7

19.9

12.2

4 15.0

5

16.1

3

12.9

95/96 96/97 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12Financial Years

Number of Leavers

CITY OF VINCENT EMPLOYEE TURNOVER % 1995 ‐ 2012

No of leavers

Turnover %


REASONS FOR LEAVING

EMPLOYEE RESIDENTIAL DISTANCE

The chart above identifies the residential location of employees in distance from their place work. The City of Vincent has a variance in this demographic compared to the general local government industry due to its unique geographical location.

7, 29%

7, 29%

3, 13%

2, 8%

1, 4%

1, 4% 3, 13%Another Position

Another Local Govt

Personal

Unhappy

Relocation

Redundancy

Family

26, 16%

44, 27%

38, 23%

22, 14%

17, 10%

16, 10%Up to 5km

5 to 10km

10 to 15km

15 to 20 km

20 to 25km

25 + km


4.3 CURRENT STRUCTURE The structure of the organisation comprises of four directorates, reporting through the Office of the Chief Executive Officer. Each Directorate containing a portfolio of related services.

A review of the City's organisational structure was undertaken in late 2011/early 2012, to align roles with changing focus areas.

Positions have been examined to identify gaps in service delivery and functions and roles modified accordingly to support future service delivery.

Chief Executive Officer

Marketing & Communications

Officer

Personal Assistant to CEO

Executive Assistant

DirectorPlanning Services

ManagerPlanning & Building Services

Manager Strategic Planning,Sustainability & Heritage

Services

DirectorTechnical Services

DirectorCorporate Services

Manager Parks & Property Services

Manager Information Technology

Manager Beatty ParkLeisure Centre

Manager Asset & Design Services

DirectorCommunity Services

Manager Community Development

Manager Library &Local History Services

Manager Ranger & Community Safety Services

Manager Health & Compliance Services

Manager Engineering Operations

Manager Financial Services

Manager Human Resources

Payroll Officer Administration Officer

CoordinatorCustomer Service

Personal Assistant to Mayor (PT)

City of VincentOrganisational StructureManagementApril 2013


5.0 WORKFORCE PLAN STRATEGIES

5.1 STRATEGIES Our workforce planning has followed a process, which commenced with the identification of business drivers and strategic imperatives, assessed the current workforce profile, determined the future workforce profile and developed workforce plan strategies that achieve the future profile. The strategies fall under three key areas of priority: - skills & talent; organising to deliver; and organisational performance. Refer to Appendix 1. Skills and talent

The City's project plans are ambitious and its services are diverse. Certain specialist skills are essential to deliver the projects and services planned. These skills are business critical and must be sourced, nurtured, and retained. Organising to Deliver

Achieving the organisation's goals requires flexibility in its service delivery models. The City must continually evaluate whether a service is better delivered in-house or through contracted service providers. This is particularly relevant in the current economic climate and with the pace of technological change. Arrangements for authority, responsibility and accountability must match the service objectives, dependent on cost, time, and level-of-service parameters. Organisational Performance

Our community expects quality services from the City, and innovative solutions that contribute to improved lifestyles. A positive workplace culture helps drive performance and plays an important role in achieving this outcome.


5.2 WORKFORCE COSTS PROJECTIONS The workforce remains stable and positions are redefined and reallocated to meet the organisation’s needs.

Employee Costs 2013 $’000

2014 $’000

2015 $’000

2016 $’000

2017 $’000

2018 $’000

Salaries 13,515 13,920 14,338 14,768 15,211 15,667 Superannuation 1,853 1,909 1,966 2,024 2,086 Development 196 202 208 214 221 227 Other employment costs

262 269 278 286 295 303

TOTAL $ 15,826 16,300 16,790 17,292 17,813 17,832

Funding Sources 2013 $’000

2014 $’000

2015 $’000

2016 $’000

2017 $’000

2018 $’000

Operating Budget 15,826 16,300 16,790 17,292 17,813 17,832

This Plan is based on the assumption that the City remains as a separate local government.


6.0 MOVING FORWARD

This plan has been developed using the 2011 - 2021 Strategic Community Plan. The City is proposing to undertake a comprehensive community engagement to review the plan and once completed, the goals of this plan will be reaffirmed. No significant change is expected. Integration with other informing strategies and with the Corporate Business Plan will complete the initial planning cycle and confirm the resources allocated to the plan. This integration will be in place by June 2013. Action and task planning, and a review of the City’s Human Resource policies will be undertaken (this has already commenced, refer Appendix 1 & 2 and will be incorporated in the City’s annual planning processes. Monitoring and evaluation will close the loop, with the development of key indicators which will be reported to the City’s Executive Management Team. This will be formalised in conjunction with other key planning and business indicators in the latter half of 2013.


APPENDIX 1 WORKFORCE PLAN ‐ STRATEGIES

WORKFORCE PLAN

Priority Area: Goals: Workforce Plan Strategies: Skills and Talent

WP1.1 Securing Key Personnel WP1.1.1 Develop strategic alliances (universities, Central Tafe, business networks etc)

WP1.1.2 Target local talent, semi-retired, part time professionals and students. WP1.1.3 Review remuneration & benefits of key specialist and business critical

positions to ensure market competitiveness. WP1.1.4 Develop a “brand” for the City’s workplace that represents the attractive

“points-of-difference” over other employers. WP1.1.5 Continuously improve our recruitment process. WP1.1.6 Foster Workplace Flexibility

WP1.2 Nurturing Skills & Talent

WP1.2.1 Develop and facilitate a leadership and governance program for the professional development of Elected Members and Management Team

WP1.2.2 Conduct annual Training Skills Analysis to identify skills gaps and identify

"best fit" skills. WP1.2.3 Map and articulate career paths. Deliver innovative training programs to

foster succession,. WP1.2.4 Develop and foster partnerships with training providers WP2.2.2. Develop critical management skills- embracing:

Strategic Thinking Project Management Leadership Capability Technological understanding.


Priority Area: Goals: Workforce Plan Strategies:

Organising to Deliver WP2.1 Aligned structure with Corporate goals.

WP2.1.1 Undertake a biannual review of structure and positions following the Corporate Plan review, to ensure alignment of positions to strategic and service delivery objectives.

WP2.2 Empowered Work

Teams WP2.2.1 Formalise and resource dynamic work teams that operate across the

organisation.

Identify work teams. Develop terms of reference, objectives and team structures.

WP2.2.3 Introduce 'cross pollination' of divisional skills and job sharing

WP2.3 Business Continuity WP2.3.1 Undertake contingency plan for critical positions and "difficult to recruit roles" to develop mitigation strategies

WP2.3.2 Develop succession plans WP2.3.3 Develop collaborative partnerships between neighboring councils.

Organisational Performance

WP3.1 Aligned Culture WP3.1.1 Conduct an evaluation of the workplace culture and develop a change management program to embed constructive behaviours that enhance performance. Address any workplace norms that do not align to the desired culture.

WP3.1.2 Maintain and enhance wellbeing programs to reflect a supportive and

nurturing working environment.

WP3.2 Rewards WP3.2.1 Formalise a reward system to motivate, recognize and celebrate the achievement of Organisation's strategic objectives.

WP.3.3 Measurement WP3.2.2 Improve the data set used to measure employee performance


APPENDIX 2 WORKFORCE PLAN ‐ ACTIONS

Workforce Plan Strategies:: Actions WP1.1.1 Develop strategic alliances (universities,

Central Tafe, business networks etc)

Establish policy and provide funding and access to "needs based "use

of trainees, apprentices and cadets. Foster a culture of preparedness to “up skill” employees Recruit younger personnel with aptitude to develop and train into

positions. Develop a strategy to access overseas and interstate talent Maintain local government networks to keep abreast of employment

trends such as WALGA and other local government authorities

WP1.1.2 Target local talent, semi-retired, part time

professionals and students.

Access locally through community recruitment advertising, to provide

job flexibility and encourage mature aged part time employment.

WP1.1.3 Review remuneration & benefits of key

specialist and business critical positions to ensure market competitiveness.

Annually review the City’s remuneration levels against market place and

position remuneration. Maintain salary provision to allow for valued and competent employees.

WP1.1.4 Develop a “brand” for the Vincent workplace

that represents the attractive “points-of-difference” over other employers.

Review and maintain market competitive salaries Develop contemporary management practices Develop and promote career pathways Provide training opportunities Maintain an active social club Develop an Inclusive Policy, consider minority groups Review job website to create "ease of use" Develop marketing strategies that leverage our City

WP1.1.5 Continuously improve our recruitment

processes.

Continually review recruitment processes to improve quality Examine applicant response trends to target key

applicant sources


Workforce Plan Strategies:: Actions WP1.1.6 Foster Workplace Flexibility

Engender a flexible culture and approach within the workplace Review our policy which covers a scope of arrangements including;

-Accrual of additional hours -Job Share- both internally and with other councils -Extension to Maternity Leave -Return to work on reduced hours -Job redesign

WP1.2.1 Develop and facilitate a leadership and governance program for the professional development of Elected Members and Management Team

Examine introduction of formal “in-house” training programs Consult with training institutions to identify accredited training programs

WP1.2.2 Conduct annual Training Skills Analysis to identify skills gaps and identify "best fit" skills.

Implement Traineeships programmes Engage staff across the organisation in skills analysis questionnaire Identify skills gaps Undertake developmental and remedial training

WP1.2.3 Map and articulate career paths. Deliver

innovative training programs to foster succession,

Communicate career development opportunities/proposals to

employees Undertake remedial and developmental training Encourage employees to initiate further formal studies Develop and foster partnerships with leadership training providers Promote Study benefits

WP1.2.4 Develop critical management skills- embracing:

Strategic Thinking Project Management Leadership Capability Technological understanding.

Develop management practices that encourage and foster critical

management skills development

Introduce developmental management training programs.

WP2.1.1 Undertake a biannual review of structure and

positions following the Corporate Plan review, to ensure alignment of positions to strategic and service delivery objectives.

Annually review functions and positions attached to

programs, projects and corporate goals Align resources with strategic outcomes Align Position Descriptions to future strategic projects Develop the workforce to reflect community diversity


Workforce Plan Strategies:: Actions WP2.2.1 Formalise and resource dynamic work teams

that operate across the organisation.

Identify priority programs suitable to specific working groups Establish dedicated working teams attached to programs and projects

WP2.2.2 Introduce 'cross pollination' of divisional skills

and job sharing

Identify positions suitable for job sharing. Establish a data base of skills and expertise Match employee ancillary skills to Position Descriptions across

organisation.

WP2.3.1 Undertake contingency plan for critical

positions and "difficult to recruit roles" to develop mitigation strategies

Document key work practices Identify employee risk priorities:

- Skill risk - Intellectual Knowledge risk - Financial (loss / cost) risk - Service level risk

WP2.3.2 Develop succession plans

Identify key positions and develop succession plans Develop employee business continuity plans.

WP2.3.3 Develop collaborative partnerships between

neighboring councils.

Establish contacts with other local governments and establish

opportunities to share resources during critical risk incidences.

WP3.1.1 Conduct an evaluation of the workplace culture

and develop a change management program to embed constructive behaviours that enhance performance. Address any workplace norms that do not align to the desired culture.

Assess previous culture survey data Receive employee input to identify challenges Develop a strategy address employee concerns and to develop change. Develop processes and systems to embody desired organisational

behaviours


Workforce Plan Strategies:: Actions WP 3.1.2 Maintain and enhance wellbeing programs to

reflect a supportive and nurturing working environment.

Encourage a supportive working environment Provide and maintain a safe working environment Implement actions from the City’s Occupational Safety & Health

Management Plan Maintain active OSH Committee participation Provide employee wellbeing and healthy lifestyle programs including

- Safety Training - Sun screening - Health Assessments - Immunisations (Influenza, Hepatitis A & B, Whooping Cough) - Yoga/relaxation classes

Encourage use of the City’s Employee Assistance Program where necessary

WP3.2.1 Continue to review employee reward system to

motivate, recognise and celebrate the achievement of Organisation's strategic objectives.

Review current rewards program Develop enhanced and new reward programs

WP3.2.2 Improve the data set used to measure employee

performance

Review relevant management reporting systems Review current Performance Evaluation Program Produce regular employee demographic reports for management Develop Performance Indicators relevant and able to be assessed

against corporate performance.


APPENDIX 3 WORKFORCE POLICIES A review of relevant Human Resources policies will be undertaken during 2013 – 2014 financial year in conjunction with implementation of the Workforce Plan 2013 – 2018.

The following polices, as part of the City’s Human Resources policy structure, are directly related to implementation of our Workforce Plan, linked to the City’s Strategic Planning framework and are identified below as currently being developed, or under review.

Established Satisfactory Needs review Transition to retirement

Work from home

Return to workforce

EEO Dispute Resolution Trainees and Apprentices

Employee Development Plan

Evaluation and Management of Employee Workload Training & Study Support Study Leave & Assistance Career Development Training & Development

Flexible Work Practices Attraction & Retention Strategy Culture and Values

Family, Religious or Cultural Leave Reclassification Procedure

Recognition of Employees/Employee of the Month Scheme

Recruitment & Selection Annual & Long Service Leave including Payment in Lieu of Accrued Leave

Occupational Safety & Health Policies

Documents

DRAFT WORKFORCE PLAN - City of Vincent · 2019-10-23 · City of Vincent Workforce Plan 2013 - 2018 3 1.0 BACKGROUND The Local Government sector in Western Australia is undertaking