RESOURCING STRATEGY 2017 - 2021 2017/18 2020/21 · 2018-08-08 · Asset Management Strategy Yass...

2017/18 – 2020/21

VERSION 1 – MAY 2017

RESOURCING STRATEGY 2017 - 2021

Yass Valley Resourcing Strategy 2017- 2021 Page 2

Prepared by Yass Valley Council in accordance with the Local Government Act 1993 as amended


What is the Resourcing Strategy ? 4

Asset Management Strategy 5

1. Introduction 6

2. Asset Data 6

3. Current Asset Data 8

4. Link to Community Strategic Plan 11

5. Sustainability 12

6. Risk Management Strategy 14

7. Improvement Plan 17

8. Conclusion 17

Workforce Management Plan 19

1. Introduction 20

2. Workforce Structure 21

3 Workforce Requirements 27

4 Workforce Governance 28

5. Workforce Gaps 28

6. Workforce Strategy and Implementation 30

7. Monitoring and Review 31

Long Term Financial Plan 33

1. Overview 37 2. Current Financial Position 39 3. Improving our Financial Position 40 4. Sensitivity Testing 41 5. Consolidated Funds 42 6. Conclusion 43

What is the Resourcing Strategy ?


What is the Resourcing Strategy?

The NSW State Government's Integrated Planning and Reporting Framework requires councils to develop a Resourcing Strategy in order to achieve the objectives established by their Community Strategic Plan.

The Tablelands Regional Community Strategic Plan, provides a vehicle for expressing long term community aspirations. However, these goals and objectives cannot be achieved without sufficient resources (time, money, assets and people) to carry them out. Some strategies identified in the Community Strategic Plan are the responsibility of Council, while some are the responsibility of other levels of government and others rely on input from community groups orindividuals. The Resourcing Strategy details the strategies that are the responsibility of Council.

Yass Valley Council's Resourcing Strategy consists of three components.

Asset Management Strategy and Plans

Council has a significant portfolio of community infrastructure assets under its care and control. Council must account and plan for all of the existing assets under its ownership, and any new asset solutions proposed in the Tablelands 2016-2036 Regional CommunityStrategic Plan and the associated Delivery Program.

Workforce Management Plan

This addresses the human resourcing requirements of Council's Delivery Program. It ensures Council has the people best able to achieve its strategic direction and deliver appropriateservices effectively and efficiently.

Long Term Financial Plan

The LTFP reflects Council's desire and capacity to deliver the strategies, initiatives, works and programs identified in the Tablelands Regional Community Strategic Plan and the associated Delivery Program.

Council has committed to a planned approach to providing services that integrates financial planning, asset management and workforce requirements within each service. Service planning presents an opportunity to improve access and equity in existing service provision and to introduce more innovative service delivery approaches that are more sustainable. Any change in the asset portfolio requires detailed service planning. The desired result of this planning is that Council’s capacity to provide satisfactory, equitable and affordable services to the community is maintained while at the same time reducing the Council’s financial burden.


Asset

Management Strategy

Asset Management Strategy


1. Introduction

This Asset Management Strategy assesses the current position of Council assets, sustainability, the risks associated with each of the asset groups and the strategies needed to combat these risks. To ensure that Council has a relevant and timely Asset Management Strategy an improvement plan has been developed to guide the further refinement of the strategy.

2. Current Status

Council is committed to developing a strategic approach to asset management to ensure responsible and sustainable management of infrastructure assets. Council has adopted an Asset Management Policy to demonstrate its commitment to asset management principles and to guide the development of asset management systems. A copy of Council’s Asset management Policy is included below.

Policy: ASSET MANAGEMENT ENG-POL-10

Service: Engineering

Responsible Officer: Engineering Services Manager

1. OBJECTIVES

To meet legislative requirements and demonstrate best practice asset management processes. To provide appropriate facilities and levels of service Council wide through a consistent and strategic management of assets. To ensure that the community has an appropriate range of facilities and services through the provision of assets for current and future needs. To balance community expectations for services with the ability to fund on-going maintenance and renewal costs. To ensure that Council services and infrastructure are provided in a sustainable manner with appropriate levels of service to residents, visitors and the environment.

2. GENERAL

2.1 Council is committed to implementing a systematic asset management methodology in order to apply asset management best practice across all areas of Council. This includes ensuring that assets are planned, created, operated, maintained, renewed and disposed of in accordance with Council’s priorities for service delivery.

2.2 Council recognises that long term viability is dependant on the ability to manage assets in a sustainable manner.

2.3 Asset management practices impact directly on the core business of Council and appropriate asset management is required to achieve strategic service delivery objectives.

2.4 A strategic approach to asset management will ensure that the Council delivers the highest appropriate level of service through its assets. This will provide positive impact on:

Members of the public and staff;

Council’s financial position;

The ability of Council to deliver the expected level of service and infrastructure;

The political environment in which Council operates; and

The legal liabilities of Council.

3. ASSET MANAGEMENT PRINCIPLES

3.1 A consistent Asset Management Strategy must exist for implementing systematic asset management and appropriate asset management best-practice throughout all Divisions of Council.

3.2 Asset management principles will be integrated within existing planning and operational processes in order to foster an asset management culture within Council.



3.3 Asset renewals required to meet agreed service levels and identified in infrastructure and asset management plans and long term financial plans will be given priority for funding.

3.4 Upgrading of infrastructure to agreed service levels as defined in infrastructure and asset management plans will be a secondary consideration (to 2.3 above) for funding.

3.5 Asset renewal plans will be prioritised and implemented progressively based on agreed service levels and effectiveness of the current asset to provide that level of service.

3.6 Systematic and cyclic reviews will be applied to all asset classes to ensure that the assets are managed, valued and depreciated in accordance with appropriate best practice and applicable Australian Standards.

3.7 Whole of life costs will be reported and considered in decisions relating to new assets and upgrading of existing services and assets.

4. REFERENCE DOCUMENTS/LEGISLATION

NSW Local Government Asset Accounting Manual – July, 1999 International Infrastructure Manual – Australia/ New Zealand Edition, 2002 Plant and Vehicle Replacement Policy Procedures for Asset Valuation, Asset Register, and Asset Capitalisation Previously known as ASS-POL-2

HISTORY

Minute No Date of Issue Action Author Checked By

314 10 September 2003 Written David Rowe David Rowe 357 8 October 2003 Amended David Rowe Greg Miller

14 March 2007 Reviewed David Rowe EMT 247 13 June 2007 Adopted PP&R Meeting 54 24 February 2010 Adopted Council Meeting

‘Core’ asset management plans have been developed for the following asset classes.

Transport Assets

Parks and Recreation Assets

Building Assets

Stormwater Drainage Assets

Water Supply Assets

Sewerage Assets

Waste Management Assets. These asset management plans include Council’s current position, in terms of available funding, and the service levels being achieved. Council has not carried out detailed research on customer expectations at this point in time. This will be undertaken as part of future updates of the asset management plans following the current service level review process. Significant community engagement will be required as well as the development of numerous scenarios to consider different service levels and the corresponding cost implications of each of these. Council with input from the community will then need to decide the desired service levels and determine how these service levels will be funded in the longer term.



3. Current Asset Data

The value of Council assets as at 30th June 2016 that come under this asset management strategy is summarised below:

Asset Category

Current Replacement

Cost (CRC)

Annual Depreciation

Expense

Depreciated Replacement Cost (WDV)

Depreciable Amount

Building Non Specialized $14,607,000 $191,000 $6,967,000 $14,607,000

Building Specialised $18,572,000 $190,000 $8,760,000 $18,572,000

Other Structure $3,654,000 $167,000 $1,564,000 $3,654,000

Land Under Roads $14,326,000 $0 $14,326,000 $0

Roads $169,944,000 $2,628,000 $121,018,000 $114,534,043

Bridges $30,316,000 $306,000 $15,367,000 $30,316,000

Footpaths $3,660,000 $52,000 $2,434,000 $3,660,000

Bulk Earthworks $76,026,000 $0 $76,026,000 $0

Stormwater Drainage $21,049,000 $187,000 $16,195,000 $21,049,000

Water Supply Network $60,128,000 $731,000 $40,178,000 $60,128,000

Sewerage Network $45,087,000 $590,000 $24,126,000 $45,087,000

Swimming Pool $3,765,000 $57,000 $1,031,000 $3,765,000

Other Open Space/Recreational $5,099,000 $97,000 $1,035,000 $5,099,000

Waste $1,657,000 $58,000 $744,000 $1,657,000

TOTAL $467,890,000 $5,254,000 $329,771,000 $322,128,043

Condition rating is being undertaken for road assets on a 3 year cycle. For most other assets condition rating is based on age and therefore requires further refinement by way of a detailed condition assessment. Based on this data the current condition of Council assets is shown in Figures 1 to 7. Within Figures 1 to 7 the classification of the condition ratings is as follows:

Condition 1 – Excellent (no work required)

Condition 2 – Good (only minor maintenance work required)

Condition 3 – Average (maintenance work required)

Condition 4 – Poor (renewal required)

Condition 5 – Very Poor (urgent renewal/upgrading required) Figure 1: Road Pavement Condition



Figure 2: Buildings Condition Figure 3: Parks & Recreation Asset Condition Figure 4: Stormwater Condition



Figure 5: Sewer Network Condition Figure 6: Water Supply Network Condition Figure 7: Pools Condition As comprehensive asset condition data is collected further refinement of the condition assessment will be an ongoing process to ensure this is as accurate as possible. This will ensure projections of remaining useful life used for financial planning present an accurate picture of Council’s current position.



4. Link to Community Strategic Plan

Council’s Delivery Program identifies actions in relation to assets in response to long term goals and strategies identified by the community in The Tablelands 2016 – 2036 Regional Community Strategic Plan. Strategies within the Community Strategic Plan affecting assets and the associated Delivery Program action are listed in the table below.

Asset Management Link with Integrated Planning Documents

Community Strategic Plan Strategy Delivery Program Action

IN3 – Maintain and improve road infrastructure and connectivity.

IN3.1 – Deliver transport asset infrastructure, maintenance, renewal and enhancement programs for urban, rural and regional roads to maintain or improve overall condition.

IN4 – Maintain and update existing community facilities, and support the development of new community infrastructure as needed.

IN4.1 – Develop and maintain new and existing recreational and community assets to address our communities needs in a sustainable manner.

IN4.2 – Ensure sufficient land is appropriately located for future Council facilities and emergency services.

IN5 – Ensure high quality water supply options for the towns in the region.

IN5.1 – Council to supply quality water, cater for growth and quality enhancements that addresses the community needs.

IN6 – Implement safe, accessible and efficient management and recycling options for general waste, green waste and sewage.

IN6.1 – Provide and operate a quality sewer network. Cater for growth and quality enhancements that address the community needs.

IN6.2 – Provide an efficient and sustainable waste service

CL1 – Effect resourceful and respectful leadership and attentive representation of the community.

CL1.7 – Ensure that Council assets are being renewed faster than they are being consumed.

EN5 – To investigate and implement approaches to reduce our carbon footprint.

EN5.4 – Investigate low carbon technologies when Council assets are developed or due for replacement.

These integrated planning documents are addressed through the various asset management plans that have been developed for each asset category and other Council documents. Although the asset management plans exist, they were developed in 2013 and require some updating of the content to:

Improve currency

Recognise priorities

Inform long term strategies

Identify desired community service levels and

Better align with NSW local government requirements.

Further a better understanding of the current level of funding and the required level of funding for provision of assets is required to be established.

The asset management plans identify asset age, condition and the cost of managing Council assets to ensure there is a balance between the provision of these assets and the cost of managing and maintaining them.

The plans provide a base line for operating, maintenance and capital work costs against which different levels of service can be benchmarked to model the long term costs of providing each service. This information can form the basis for undertaking community engagement activities and assist Council to determine future service levels for the community and further develop strategic or management plans. A consultation strategy for engagement of the community in terms of the expectations of Council maintaining assets is expected to be part of stage 2 of the current service level review process.

The asset management plans contain commentary on demand management and the need for new assets from growth in the LGA.



5. Sustainability

Sustainability reporting indicators provide the rate of annual asset consumption and compare this to planned asset renewal and asset upgrade/expansion costs. To achieve a sustainable position in summary assets need to be replaced faster than they are deteriorating. Through the Fit for the Future initiative by the New South Wales Government and Councils special rate variation (SRV) application process, Council has been able to gain a greater understanding of the position of its assets in relation to this simple target.

Yass Valley Council gained approval from iPart to apply a SRV from 2016/17 to 2019/20. This SRV approved is an 8.5% rate increase each year for these 4 years. The SRV will result in Councils general income increasing from $7.7m in 2015/16 to $10.6m in 2019/20.

The SRV, and the implementation of a number of strategies to address sustainability, resulted in Council being subsequently declared Fit for the Future in October 2016 by the NSW Office of Local Government. Council satisfied the financial criteria overall of the Fit for the Future assessment as Council meets the sustainability benchmarks by 2025-2026. Council also met the criteria for infrastructure and service management and efficiency.

The table below outlines Councils forecast position against the benchmarks from the Fit for the Future assessment process for the relevant years of the Delivery Program 2017/18 – 2020/21 and beyond.

Measure/Benchmark

Forecast Measure Benchmark Result

Delivery Program Period Future Years Beyond Delivery Program

2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Operating Performance Ratio (Greater than or equal to breakeven average over 3 years)

-2.28% -0.17% 1.51% 0.71% 0.66% 0.51% 0.81% 1.21% 1.45%

Own Source Revenue Ratio (Greater than 60% average over 3 years)

78.4% 81.4% 75.4% 71.9% 73.1% 74.1% 74.6% 75.1% 75.7%

Building & Infrastructure Asset Renewal Ratio (Greater than 100% average over 3 years)

73% 102% 94% 72% 59% 123% 122% 125% 130%

Infrastructure Backlog Ratio (Less than 2%)

0.66% 0.32% 0% 0% 0% 0% 0% 0% 0%

Asset Maintenance Ratio (Greater than 100% average over 3 years)

98% 98% 98% 98% 98% 102% 102% 102% 102%

Debt Service Ratio (Greater than 0% and less than or equal to 20% average over 3 years)

3% 3% 2% 0% 0% 0% 0% 0% 0%

Real Operating Expenditure per capita (A decrease in Real Operating Expenditure per capita over time)

$1,412 $1,424 $1,443 $1,453 $1,458 $1,451 $1,443 $1,140 $1,419

Within this table Council has demonstrated capacity to meet all criteria of the Fit for the Future assessment process. As further updating of the Asset Management Strategy and Plans is undertaken these forecast results will be able to be refined to provide greater accurately of Councils asset position now and into the future.



Council measures results against these criteria and reports results as part of the annual reporting regime. As reported in Special Schedule 7 from the Yass Valley Council Annual Financial Statements for 2015/16, Council has achieved the following results against the benchmark ratios most relevant to assets:

Infrastructure Renewal Ratio – 131% (target greater than 100%)

To assess the rate at which these assets are being renewed relative to the rate at which they are depreciating.

Infrastructure Backlog Ratio – 3.35% (target less than 2%)

This ratio shows what proportion the backlog is against the total value of a Council’s infrastructure.

Asset Maintenance Ratio – 0.96 (target greater than 1)

Compares actual versus required annual asset maintenance. A ratio above 1.0 indicates Council is investing enough funds to stop the infrastructure backlog growing.

Whilst two of the Office of Local Government targets were not met, it is noted that these ratios are anticipated to improve to align with Office of Local Government targets as per the table above.

Through the reporting requirements under Special Schedule 7, the estimated cost to bring Councils assets to a satisfactory standard is $7,997,000, with the majority of this cost being attributable to roads.

This Asset Management Strategy is intended to set the baseline expenditure on Council’s assets and to identify the current funding gap. Future versions will refine required expenditures in line with community service level expectations and attempt to address this gap.



6. Risk Management Strategy

An assessment of risks associated with service delivery from infrastructure assets has identified critical risks to Council. The risk assessment process identifies credible risks, the likelihood of the risk event occurring and the consequences should the event occur. A risk rating and evaluation of each risk is then undertaken and a risk treatment plan developed for non-acceptable risks. Identified risks are summarised in the following table of Critical Risks and Treatment Plans.

Asset at Risk What can Happen Risk

Rating Risk Treatment Plan

Sealed Roads Surface distresses (i.e. potholes, cracking, and edge break) may cause pavement damage, lower travel speed, increased risk of accidents, reduce pavement life & increase life cycle cost.

High Prepare and implement programmed inspection schedule and defect intervention standards to ensure high risk areas can be prioritised for treatment.

High roughness may cause lower travel speed, higher road user costs and discomfort.

Medium Continue to periodically collect roughness and traffic data. Determine and implement optimal maintenance strategies within budgetary constraints.

Localised pavement failures may create a hazard and contribute to rapid deterioration of surrounding pavement.

High Inspect higher traffic roads regularly and items reported in from the public in a timely manner. Apply reactive and proactive treatment works within budget constraints to achieve optimum result.

Unsealed roads

Potholes, corrugation and gravel loss causing lower travel speed, higher road user costs and discomfort.

Medium Inspection program implemented and maintenance program undertaken to target adopted service levels.

Storms or continuous rainfall may damage roads assets.

High Maintain maintenance grading and gravel resheeting program. Implement improvements to roadside drainage to limit potential for damage.

Roadside vegetation may encroach on clear zones, block drainage systems, reduce sight distances and cause risk for buses and heavy vehicles.

Medium Cyclic maintenance program implemented by contractors.

Bridges & Major Culverts

Failure of bridges and/or culverts High Assessment of bridges undertaken and load limits applied where relevant. Inspection and maintenance plan developed and implemented. Priority program developed for replacement of bridges.

Footpaths/ Cycleways

Poor footpath/cycleway condition contributing to slips, trips & falls

High Inspection and defect intervention standards developed and implemented.

Parks and Playgrounds

Injury/accidents High Implementation of maintenance management system to provide regular inspection and documented defect intervention standards.

Failure to provide for projected population growth

Medium Develop strategic plans that identify proposed locations and standards of parks, playgrounds and open space areas for future land release areas.

Develop strategic plans for each facility to identify required upgrade/expansion required to meet demand from growth.

Failure to keep pace with current playground standards

Medium Implement biennial comprehensive inspection program to assess status of current equipment against Australian Standards.

Ensure adequate funding is allocated for asset renewal to keep pace with changes in industry standards.

Sports facilities and

Injury/accident as a result of poor surface standard

High Ensure adequate ongoing funding is available for preventative maintenance and





playing fields renovation activities to maintain playing surfaces in a satisfactory condition.

Public Toilets Personal Injury as a result of vandalism/lack of maintenance

Medium Regular inspections and programmed maintenance schedule.

Buildings Failure to keep pace with Building Code of Australia (BCA)

Medium Identify upgrade requirements depending on proposed use of each building and factor into long term financial plans.

Rapid deterioration of buildings due to under allocation of funding

High Develop ongoing maintenance schedules for buildings and include required funds in future asset plans and long term financial plans.

Aging Infrastructure no longer meets the needs of the community.

High Review of Council building requirements. Funding for upgrade and renewal of buildings to be identified in asset plans and long term financial plans.

Loss of amenity as a result of failure to manage and maintain heritage buildings

Medium Maintenance and renewal plans developed and grant funding sought to assist with maintaining heritage buildings.

Urban Stormwater

Flooding of properties due to lack of stormwater infrastructure

High Continue developing stormwater management plans for all towns and villages at risk. Include identified works in asset plan, long term financial plans and seek Office of Environment and Heritage grant funding.

Capacity of existing infrastructure exceeded as a result of increased inflow from new development.

High Development is assessed to ensure the post-development impact is no worse than the pre-development impact.

Assess existing infrastructure to determine where upgrade works are required.

Flooding of roads and/or properties as a result of blocked drainage systems.

Medium Develop and implement asset inspection and maintenance program.

Inadequate funding available to provide required infrastructure.

Medium Continue developing stormwater management plan for all towns and villages and include identified works in asset plan and long term financial plans.

Undertake community engagement activities to determine ‘willingness to pay’ for required upgrades.

Sewerage System

Capacity of existing infrastructure exceeded as a result of increased demand from new development.

High Ensure suitable infrastructure is provided by new development and contributions or upgrades to head works are provided.

Sewage Treatment Plants

Failure of Treatment Plants resulting major overflow event

High Ensure adequate provision of funding for preventative maintenance and renewal works associated with treatment plants.

Ensure adequate additional on site storage available to divert flows in the event of a plant failure.

Inadequate capacity to cater for future growth

Medium Ensure requirements to cater for future growth are identified in the strategic business plan and that systems are in place to ensure adequate infrastructure provision by developers.

Sewer Pump Stations

Failure of pumps leading to major overflows

High Ensure adequate provision of funding for preventative maintenance and renewal works associated with pump stations.

Ensure pump stations have adequate emergency storage.

Provide backup power supplies to major pump stations.

Water Supply Capacity of existing infrastructure exceeded as a result of increased

High Ensure suitable infrastructure is provided by new development and contributions or





demand from new development. upgrades to head works are provided.

Water Treatment Plant

Failure of Treatment Plant resulting in loss of water supply to the community

High Include scenarios in business continuity plan to identify action plan in the event of treatment plant failure.

Ensure adequate provision of funding for preventative maintenance and renewal works associated with treatment plant.

Ensure sufficient capacity in reservoirs to provide buffer storage.

Raw Water Pumps

Failure of pumps leading to loss of water supply to the community

High Provide dual pump system and rotate use of pumps.

Ensure adequate provision of funding for preventative maintenance & renewal works associated with treatment plant.

Water Supply Quality

Failure to manage water quality leads to potential health impacts on consumers

High Implement Drinking Water Quality Management Plan.

Yass Dam Lack of inspection and maintenance leads to potential safety issues with dam

High Emergency Management Plan developed for dam.

Develop Dam Operation and Maintenance Plan.

Ensure adequate provision of funding and resources to undertake routine inspections & maintenance and to provide for preventative maintenance and renewal works.

Inadequate capacity to cater for future growth

Medium Investigate and identify long term options for water supply, including water supply from the ACT.

Climate Change leads to reduced water security

Medium Monitor annual inflows and per capita consumption against projections and implement demand management programs as necessary.

Landfills Failure to manage landfills in accordance with relevant regulatory requirements

Medium Ensure critical landfill assets are identified and prioritised for renewal.

Develop and implement landfill closure plans for closed sites.

Transfer Stations

Health impacts to staff and customers as a result of poor management of transfer station sites.

High Ensure suitable infrastructure and plant is provided and maintained at each transfer station to enable effective management of the site.

Ensure adequate provision of funding for operation and maintenance of transfer station sites.



7. Improvement Plan

This Asset Management Strategy and the associated plans require further refinement and continual review to ensure they continue to meet the needs of the community. A holistic review of the Asset Management Strategy, asset management plans and their application is required to inform the future direction of the development of these documents. Notwithstanding this the following improvement activities have been identified as part of this development.

Task No Task Responsibility

Resources Required Timeline

1. Consider an appropriate methodology based on industry standards to collect and analyse unsealed roads condition data.

Engineering Services Manager Consultant for data capture

30/6/2019

2. Maintain or develop, where not already complete, Strategic Plans for parks and sporting facilities that identify requirements for new or upgraded assets.

Parks & Recreation Manager No additional resource required

Ongoing

3. Incorporate a comprehensive risk register with the Asset Management Plans.

Asset Managers No additional resource required

30/6/2019

4. Continue to develop stormwater management plans to identify required asset upgrades.

Engineering Services Manager Consultant Ongoing

5. Develop ongoing maintenance program for Council buildings.

Business Services Manager Consultant 30/6/2019

6. Engage with the community to determine community satisfaction levels in relation to the provision of assets.

Executive Consultant Ongoing

7. Through stage 2 of the Service Level Review process desired levels of service of the community and the associated willingness to pay need to be determined.

Executive No additional resource required

Ongoing

8. Update Asset Management Plans to reflect community desired levels of service.

Asset Managers Consultant Ongoing

9. Determine optimal maintenance strategies for infrastructure assets through improved condition data and review of lifecycle costs and current work practices.

Asset Managers Consultant Ongoing

10. Asset Management Plans contribute to and include priority programs to assist with forward planning


Ongoing

11. Apply a consistent standard to the hierarchy of assets with regards to categorisation, componentisation and the attributes recorded.


30/6/2019

8. Conclusion

The Asset Management Strategy advises on the current position of Council assets, sustainability, the risks associated with each of the asset groups and the actions needed to combat these risks. Of particular note the strategy identifies the need to further develop the ‘core’ asset management plans for Council infrastructure assets. Further the importance of engaging with the community to determine community expectations in relation to the level of service provided is identified. The outcomes of this engagement will allow Council to make informed decisions and ensure this strategy and the asset management plans can best represent the desires of the community.



An improvement plan has been developed to capture these needs and other recommendations. This plan outlines the necessary tasks to be undertaken to facilitate the necessary improvements.


Workforce

Management

Plan

Yass Valley Resourcing Strategy 2017- 2021

1. Introduction

Yass Valley Council is the largest single employer in the Yass Valley local government area with over 150 employees working across three divisions. Council’s people are critical to its successful operation, providing a wide range of services to the community. Council recognises that a committed and engaged workforce results in improved organisational outcomes and better service provision for our community.

This Workforce Management Plan will help guide the development of the organisation whilst providing the framework for a safe, supportive and rewarding work environment for all employees. Council recognises that motivated and engaged staff will support the delivery of the strategic actions identified in the Yass Valley 2030 Community Strategic Plan by having the right people in the right jobs at the right time.

There is an array of human resource challenges facing Council over the next 4 years, including an ageing workforce, the need to retain and attract quality staff, the need to transfer existing corporate knowledge and skills and the increasing expectation that employers will provide a work environment that recognises the need for work life balance.

Yass Valley Council provides a broad range of services to our community including:

Roads maintenance and construction

Water and sewerage services

Waste collection and transfer stations

Property management

Recreation (pools, parks and reserves)

Aged and disability services

Libraries

Tourism and economic development

Strategic land use planning

Compliance

Environmental health services

Building assessment and development services

To deliver this variety of services Council requires a diverse workforce with a range of skills and qualifications across numerous occupational groups.


2. Workforce Structure

Council currently operates under a three division structure which, over the past 5 years, has been effective in meeting its operational needs. While this structure needs to remain flexible and responsive to changes in the external environment it is expected that this basic structure will continue for the foreseeable future.

Internal Audit Media and Communications

Environmental Management and Planning

Ranger Services

Public Health

Land Use Planning

Development Services

Visitor Services

Economic Development

Community Development

Community Services

DIRECTOR PLANNING

Elected Members

Corporate Administration

Financial Management

Information Management

Document Management

Human Resources

Risk Management

Governance

DIRECTOR FINANCE AND CORPORATE

Waste Management

Commercial Operations

Swimming Pools

Parks and Recreation

Engineering Services

Property Management

Cemetries

Stormwater

Depot Operations

Roads

Water and Sewerage

Emergency Services

DIRECTOR ENGINEERING

GENERAL MANAGER


Staff Establishment

The following staff establishment table includes permanent, fixed term and contract positions in Council’s organisation structure. Positions are created on the basis of full-time, part-time or job share. As such the table refers to full time equivalent numbers rather than individual positions. All positions are included whether currently occupied or vacant. Statistical evidence indicates that it would be most unusual for all staff establishment positions to be occupied at any one point in time.

As at April 2017 the full time equivalent of Council’s organisation structure was 152.2. The following table shows the spread of full time equivalents across each section of Council.

DEPARTMENT/SECTION FULL TIME EQUIVALENT (FTE)

Executive Services

General Manager’s Office 1.5

Internal Audit 1.0

Media and Communications 2.0

Engineering

Business Services 5.5

Engineering Office and Customer Service 2.0

Engineering Services 7.6

Parks and Recreation 7.6

Stores 1.0

Waste Services 9.6

Water and Sewerage Management 2.0

Water and Sewerage Outdoor Staff 8.6

Works Administration 5.5

Works Outdoor Staff 36.4

Workshop 6.5

Finance and Corporate Services

Corporate Administration 2.0

Customer Services 4.2

Executive Office 1.5

Finance 6.0

Information Services 5.0

Organisation Development and Risk 4.0

Service Review 1.0

Planning Services

Community Development and Services 8.5

Compliance 1.0

Development Assessment and Building Certification 7.0

Environmental Health 4.0

Executive Office and Administration Support 3.0

Strategic Land Use 4.0

Tourism and Economic Development 4.2

Total FTE 152.2



Casual Employees

In addition to the contract, permanent and fixed term staff, Council engages people on a casual basis to:

undertake work that is spasmodic in nature such as the provision of respite care;

fill seasonal rosters at swimming pools;

provide assistance in times of peak workload;

undertake specific short-term projects; and

to provide cover for staff on leave in areas where service provision must be maintained eg Visitor Information Centre, Library, waste transfer stations

CASUALS USED SINCE 1 JULY 2016

Engineering

Facilities Maintenance 3

Parks and Gardens 1

Swimming Pools (seasonal) 18

Waste Services 5

Works 4

Finance and Corporate Services

Customer Services 1

Information Technology 1

Records Management 1

Planning

Library Services 5

Visitor Services 3

Yass Valley Home Living Support Service 8

Total Number of Casuals 50

Traineeship and Apprenticeship Programs

Council has been a leader in the region with its long running and highly successful traineeship and apprenticeship program. The continuation of the program significantly improves Council’s ability to develop and sustain roles that have been proven difficult to recruit. The program strengthens the depth of resources available within the organisation and offers exciting youth employment opportunities.

Traineeships/apprenticeships are currently offered in the following fields:

Civil Engineering (2 trainees)

Heavy Plant Mechanics (3 apprentices)

Building Surveying (1 trainee)

Horticultural (1 apprentice)

Environment Health (1 trainee)

Records Management (1 trainee)

Tourism (1 trainee)

Information Technology (1 trainee)

Digital Communication (1 trainee)

It is expected that the traineeship/ apprenticeship programs offered by Council will continue to increase and evolve to directly address the identified skill shortages of trades/professions that are in high


demand in the workforce.


Classification by Grade

In accordance with the Local Government Act 1993, Council’s General Manager is employed on a contract basis. The three Directors roles are filled by staff on standard local government fixed term contracts. All other employees are employed under the provisions of the Local Government (State) Award.

Trainees and apprentices are subject to the pay scales specified by the Award. All Award based employees are placed on Council’s 26 grade salary structure.

Council’s organisation structure provides for 12 trainees and apprentices in various sections. The trainees and apprentices represent 7.9% of the workforce.

The graph below summarises the number of employees in each grade range including trainees/apprentices and contract staff at April 2017.

Gender

The following graph shows the number of males and females represented in each grade range at April 2017.


Age

The graph below shows the age range of employees at April 2017. At the two ends of the scale, 27% of employees are over the age of 55 and 26% are under the age of 35.

Length of Service

The following graph shows the number of years of service as at April 2017.

Staff Turnover

The annual turnover rate of over the past five financial years at 13.2% represents a significant movement of staff. Although this is consistent with the industry standard it has a significant impact on productivity outputs, recruitment activities and training resources. The proximity of the ACT with its buoyant labour market is seen as a contributing factor.

Financial Year

Number of Staff

Separated

Number of Staff Employed Over

Period Turnover Rate

2012-2013 18 129 14%

2013-2014 10 131 8%

2014-2015 18 127 14%

2015-2016 19 121 16%

2016-2017 19 137 14%

Retirements

Over the past five financial years 15 employment separations could be classified as genuine workforce retirements. Council currently has 18 staff aged over 60 years with 3 of those over 65. A similar number of retirements could be expected over the next five years.


Following the abolition of the compulsory retirement age, a number of staff are choosing to work beyond age 65. Employees may be delaying their retirement due to not being able to access the aged pension and/or one of the older defined benefits scheme superannuation pensions.

3. Workforce Requirements

Population Growth

The population of the LGA is predicted to increase by nearly 50% by 2031. This will create a demand for additional resources across the board, most notably in:

development services area

operations service areas

community services

The rate of growth will depend largely on the local and ACT economy and the finalisation of the new Local Environmental Plan (“LEP”) which has identified new areas for growth in both Yass and the villages of the LGA. The village of Murrumbateman is expected to grow rapidly as soon as the relevant planning instruments have been bedded down. The construction of a sewerage treatment plant, waste transfer station and the delivery of water to Murrumbateman will create an additional demand for service personnel over the next decade.

Community Strategic Plan

Council, through its Asset Management Strategy, has adopted the current level of service for the maintenance and renewal of its assets. In general terms, this means that the current number of outdoor staff will be sufficient to deliver these services and satisfy the relevant goals and objectives of the Yass Valley 2030 Community Strategic Plan (“CSP”).

The CSP has identified a need for additional focus in the following areas.

Economic development

Environmental sustainability

Mapping and GIS related tasks

Community relations and communication

Council will need to determine whether these requirements will be met by internal or external resources.

Delivery Program

The 4 year Delivery Program was reviewed by Council following the Local Government election in September 2016. Internal service reviews are scheduled to occur in 2017 and 2018. The results of these reviews may require a different level of resources to be provided by Council and will have implications on Council’s long term financial plan, asset plans and workforce strategy. It is important to seek community feedback on various options for the delivery of levels of service to determine what the community is prepared to pay. The results of this process will determine the work demand and the required workforce over the next 10 years.


4. Workforce Governance

Workplace Equity and Diversity

Council has a merit based non-discriminatory approach to employment with staff employed from a wide range of ethnic backgrounds including Pakistani, Sri Lankan, Croatian, Korean, New Zealander, British, German and Belgian.

Council recognises the cultural, social and economic benefits of employing Aboriginal people and has actively worked with the local aboriginal community through employment programs and land care projects. The Aboriginal community represents 1.8% of the population of Yass Valley. The number of people identifying as Aboriginal employed by Council presently sits at less than one percent. The figure has varied appreciably over time and has been as high as 5%.

Recruitment

Council has an open and transparent merit based recruitment strategy to ensure that equal employment opportunities (“EEO”) principles are practiced throughout the recruiting process.

All vacancies are advertised to ensure that Council is afforded the best opportunity to recruit the most suitable candidate for the job. Council has a well documented recruitment process and seeks to ensure gender equity on any interview panel.

Council has developed recruitment and retention allowances for critical positions in an effort to attract and retain people with the appropriate skills.

The changing nature of jobs has resulted in Council establishing a ‘Salary Review Panel’ to review the classification of positions to ensure that position descriptions and corresponding remuneration remains equitable.

Council has over the past decade embarked on a comprehensive traineeship and apprenticeship program to address the nationwide skills shortage. Many trainees have successfully moved to permanent employment in Local Government with some of those still in employ at Yass Valley Council.

Workplace Culture

Council strives to promote a learning culture within the organisation and establishes training programs for career progression. Education assistance funding is also provided to staff encourage continued learning development.

Council aims to become an employer of choice and has established flexible working arrangements for many staff that have resulted in part time and job share positions being created. The desire or a better work/life balance has seen the reintroduction of the nine day fortnight. To provide additional flexibility ‘Working from home’ is an area that will be reviewed for several positions in the organisation.

Exit interviews are conducted with most employees and any organisational issues identified are addressed. The majority of staff departures from the organisation are either for family reasons or career progression.

Ageing Workforce

Council has a number of experienced staff who will be retiring or transitioning to retirement over the next decade. It is increasingly important to retain talented mature aged workers in sectors of the workforce to complement the younger less experienced workforce. Although 27% of the workforce is over 55, a further 26% are under the age of 35.

5. Gaps in Workforce Requirements

Delivery Plan

The Delivery Plan has adopted the ‘status quo’ in regards the current level of service so there are no planned increases in workforce positions identified. This position recognises the limited financial resources to fund increasing demands from both community expectations and operational advancement. Over recent decades the fluctuating work load in relation to road construction has been the result of varying grant funding. Recent rehabilitation works required as a result of ‘flood damage’ over the past two years


has created an additional demand on the road crews. Due this increase, construction contracts have been awarded to assist the completion of the works program. The practice of engaging contractors to absorb the peaks in construction activity will be retained.

Emerging Pressures

To deliver high quality, responsive services as sought by the community through the development of the Community Strategic Plan pressures are developing to provide additional resources in the areas of:

Economic development

- Economic Development Strategy

- Partnerships for the development of industrial and commercial land

- Strategies to attract new industry

- Joint ventures for development of Council land

Environmental sustainability

- Best practice land management systems in the LGA

- Coordinated management strategy for feral animals and pests

- strategy for control and eradication of weeds

- Roadside vegetation plan

- Preservation of wildlife corridors

- Enhancement of the diversity of native vegetation

- Preservation of riparian zones

- Strategies to reduce Council’s carbon footprint

- Illegal Dumping

Mapping and GIS

- Development of public access to LEP maps, road maps

- Mapping of all assets

- Linkage of properties to all spatial attributes including heritage, conservation areas

- Mobile access to mapping for works crews

Community Relations and Communication

- On line community engagement

- Remote access - mobile computing with real time updating

- EPlanning – tracking of Development Applications by residents

Directions

The population of the LGA is predicted to continue to increase due to its proximity to the ACT. While this is expected to bring additional income it will also bring with it additional assets to maintain and an additional demand for services.

The outcomes of the programmed 2017-2018 internal service reviews will need to be taken into account when contemplating future workforce needs.


Future Workforce Characteristics

In undertaking a comprehensive review of the workforce requirements, we will be mindful of various elements that need to be taken into consideration:

The physical requirements of certain positions may prove problematic to an ageing workforce. This may impact on productivity, lost time and workers compensation claims and increased premiums.

The potential loss of corporate knowledge and skills resulting from the anticipated retirement of an appreciable number of long serving employees in the foreseeable future.

The expected demand for more flexible working arrangements and transition to retirement programs.

A contracting labour market will add further pressure to existing skills shortage areas. It will become increasing difficult to attract and retain professional staff in the areas of accounting, planning, building and engineering.

Financial constraints will adversely affect Council’s ability to remain competitive in the market place.

6. Workforce Strategy and Implementation

Strategy

Council aims to become an organisation

which is an employer of choice

where the staff enjoy coming to work

where staff are respected by the local community

that has adequate resource to provide the services desired by the community

Tasks

To achieve the strategies a list of tasks have been identified in each of the following areas:

Ageing workforce

Investigate and report on all staff aged 60+ including their aspirations, opportunities for continued employment and potential job redesigns

Development of a policy on Transitioning to Retirement

Critical Positions

Identify all positions within the organisation that are deemed to be ‘critical’ because it will almost be impossible to attract a suitably qualified applicant when vacated

Develop a strategy for the future staffing of all ‘critical’ positions

Learning and Development

Develop organisational objectives and directions for training

Link individual training plans to organisational plan

Management and Leadership

Develop business improvement practice across the organisation

Develop systems to communicate community strategic plan actions to all staff

Recruitment

Undertake an analysis of Council’s recruitment advertising to ensure maximum efficiency.

Regional Sharing

Identify joint training opportunities

Seek job/task share opportunities with other councils through CBRJO

Succession Planning

Identify skills gaps for staff ascension to critical positions


Identify appropriate opportunities for staff to act in higher graded roles

Develop coaching / mentoring program for the transfer of corporate knowledge

Youth

Continue current apprenticeship and trainee program.

Strengthen relationships with educational facilities to highlight employment opportunities.

Promote meaningful school Work Experience opportunities

Participate in school careers information days

7. Monitoring and Review

Historically Council’s staff structure has been the subject of regular review and realignment. Amendments to the structure are undertaken in accordance with award requirements and in consultation with the Yass Valley Council Consultative Committee.

Annual Monitoring

To ensure that the workforce structure remains appropriate it is important to regularly monitor various elements of workforce planning. The maximum frequency for reviewing the following elements shall be annually:

Turnover trends – by % , by gender, for staff < 3 yrs service

Sick leave

Age profile

Retirements

Internal and external appointments

Volume of disciplinary and grievance cases

Operational plan targets

Periodic Review

Any significant change in the organisation will trigger a review of workforce requirements. This could stem for any number of factors:

Reorganisation of the workforce structure

Change in the mix of internal and external provision of services

Expanding service growth from increased development

An unexpected large staff turnover

Staff satisfaction survey

Delivery Plan Monitoring

In addition to annual monitoring, a full review of the delivery plan to align with each Council term will generate a comprehensive review of the Workforce Management Plan.


Date post:	07-Aug-2020
Category:	Documents
Upload:	others
View:	2 times
Download:	0 times