Agenda of Council Meeting

ORANGE CITY COUNCIL

MINUTES OF THE

Ordinary Council Meeting

HELD via ONLINE VIDEO CONFERENCING ZOOM

ON 21 April 2020

COMMENCING AT 7.00pm

Attendance

Cr R Kidd (Mayor), Cr S Romano (Deputy Mayor), Cr K Duffy, Cr J Hamling, Cr J McRae, Cr T Mileto, Cr S Munro (until 7.19pm), Cr S Nugent, Cr M Previtera, Cr G Taylor, Cr R Turner, Cr J Whitton

Chief Executive Officer, Acting Director Corporate and Commercial Services, Director Development Services, Director Community, Recreation and Cultural Services, Director Technical Services, Governance Coordinator, Administration Officer – Governance, Executive Support Manager, Manager Financial Services

1.1 APOLOGIES

RESOLVED - 20/113 Cr K Duffy/Cr J Hamling

That the apology be accepted from 7.19pm onwards for Cr Munro for the Council Meeting of Orange City Council on 21 April 2020.

1.2 LIVESTREAMING AND RECORDING

The Mayor advised that the meeting was being livestreamed and recorded.

1.3 OPENING PRAYER

Brant Waterson of the Lutheran Church led the Council in Prayer.

1.4 ACKNOWLEDGEMENT OF COUNTRY

The Mayor conducted the Acknowledgement of Country.

1.5 Declaration of pecuniary interests, significant non-pecuniary interests and less than significant non-pecuniary interests

Cr M Previtera declared a Significant Pecuniary interest in item 5.7 (Development Application DA 18/2020(1) – 1185 Pinnacle Road) as it involves a property he owns.

Cr S Romano declared a Pecuniary Interest in item 5.7 (Development Application DA 18/2020(1) – 1185 Pinnacle Road) as he quoted on work associated with the development.

2 Mayoral Minutes

Nil

THE MAYOR DECLARED THE ORDINARY MEETING OF COUNCIL ADJOURNED FOR THE CONDUCT OF THE OPEN FORUM AT 7.04PM

OPEN FORUM

Mr Len Banks (Orange Rotary Club)

Mr Banks spoke on the 2021 Banjo Paterson Australian Poetry Festival.

THE MAYOR DECLARED THE COUNCIL RESUMED AT 7.10PM

3 Confirmation of Minutes of Previous Meeting

RESOLVED - 20/114 Cr S Nugent/Cr S Munro

That the Minutes of the Ordinary Meeting of Orange City Council held on 7 April 2020 (copies of which were circulated to all members) be and are hereby confirmed as a true and accurate record of the proceedings of the Council meeting held on 7 April 2020 with an amendment to the wording of a Matter Arising on page 4 of the minutes to read “Cr Nugent requested an update on the impact of COVID-19 on Council staffing, in particular Council’s casual workforce, in the light of the rapidly changing situation with jobseeker, jobkeeper and other assistance packages…”

4 Notices of Motion/Notices of Rescission

Nil

5 General Reports

5.1 Statement of Investments - March 2020

TRIM Reference: 2020/429

RESOLVED - 20/115 Cr J Hamling/Cr S Munro

That Council resolves:

1 To note the Statement of Investments as at 31 March 2020.

2 To adopt the certification of the Responsible Accounting Officer.

For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent, Cr Previtera, Cr Romano, Cr Taylor, Cr Turner, Cr Whitton

Against: Nil

Absent: Nil

5.2 Code of Conduct Complaint Reporting

TRIM Reference: 2019/2771

RESOLVED - 20/116 Cr S Nugent/Cr K Duffy

That the report on Code of Conduct Complaint Reporting be acknowledged.

For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent, Cr Previtera, Cr Romano, Cr Taylor, Cr Turner, Cr Whitton

Against: Nil

Absent: Nil

5.3 Strategic Policy Review

TRIM Reference: 2020/441

RESOLVED - 20/117 Cr S Munro/Cr S Nugent

That Council resolves to adopt the following policies:

· ST100 – Vandalism Reporting Reward Scheme

· ST029 – Donations and Grants

· ST144 – Event Sponsorship Program

· ST088 – Fraud and Corruption Prevention

For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent, Cr Previtera, Cr Romano, Cr Taylor, Cr Turner, Cr Whitton

Against: Nil

Absent: Nil

MATTER ARISING

Cr Mileto requested information be circulated to Councillors on the uptake of the Vandalism Reporting Reward Scheme.

5.4 Banjo Paterson Memorial Park - Heritage Landscape Plan, Report following Public Exhibition Period

TRIM Reference: 2020/562

RESOLVED - 20/118 Cr S Munro/Cr S Nugent

That Council resolves:

1 That the report on Banjo Paterson Memorial Park – Heritage Landscape Plan – Report Following Public Exhibition be acknowledged.

2 To endorse The Banjo Paterson Memorial Park – Heritage Landscape Plan.

3 That cost estimates be sought for Stage 2 components of the Heritage Landscape Plan and that funding be sought to complete the project.

For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Munro, Cr Nugent, Cr Previtera, Cr Romano, Cr Taylor, Cr Turner, Cr Whitton

Against: Nil

Absent: Nil

5.5 Development Application DA 259/2019(1) - 448 The Escort Way

TRIM Reference: 2020/605

** Cr Munro left the meeting during discussion of this item with the time being 7.19pm due to a power failure. **

RESOLVED - 20/119 Cr R Turner/Cr K Duffy

That Council consents to development application DA 259/2019(1) for Subdivision (37 lot residential and one (1) drainage reserve) at Lot 3 DP 1036031 - 448 The Escort Way, Orange pursuant to the conditions of consent in the attached Notice of Approval.

Division of Voting
Voted For	Cr R Kidd (Mayor), Cr S Romano (Deputy Mayor), Cr K Duffy, Cr J Hamling, Cr J McRae, Cr T Mileto, Cr S Nugent, Cr M Previtera, Cr G Taylor, Cr R Turner, Cr J Whitton
Voted Against	Nil
Absent	Cr S Munro

5.6 Development Application DA 108/2020(1) - 270 McLachlan Street

TRIM Reference: 2020/611

RESOLVED - 20/120 Cr R Turner/Cr S Nugent

That Council consents to development application DA 108/2020 (1) for Depot (storage shed) at 270 McLachlan Street, Orange pursuant to the conditions of consent in the attached Notice of Approval.

Division of Voting
Voted For	Cr R Kidd (Mayor), Cr S Romano (Deputy Mayor), Cr K Duffy, Cr J Hamling, Cr J McRae, Cr T Mileto, Cr S Nugent, Cr M Previtera, Cr G Taylor, Cr R Turner, Cr J Whitton
Voted Against	Nil
Absent	Cr S Munro

5.7 Development Application DA 18/2020(1) - 1185 Pinnacle Road

TRIM Reference: 2020/613

Cr M Previtera declared a pecuniary interest in this item, as it involves a property he owns, was put into the online meeting waiting room and took no part in the debate or voting on this item.

Cr Romano declared a pecuniary conflict of interest in this item, as he quoted on work associated with the development, was put into the online meeting waiting room and took no part in the debate or voting on this item.

RESOLVED - 20/121 Cr R Turner/Cr T Mileto

That Council consents to development application DA 18/2020(1) for Demolition (existing packing shed) and Agricultural Produce Industry (new packing shed) at Lot 1 DP 543928 - 1185 Pinnacle Road, Orange pursuant to the conditions of consent in the attached Notice of Approval.

Division of Voting
Voted For	Cr R Kidd (Mayor), Cr K Duffy, Cr J Hamling, Cr J McRae, Cr T Mileto, Cr S Nugent, Cr G Taylor, Cr R Turner, Cr J Whitton
Voted Against	Nil
Absent	Cr M Previtera, Cr S Romano (Deputy Mayor), Cr S Munro

** Crs Previtera and Romano re-joined the online meeting.**

5.8 Draft Delivery Program 2018/2019 to 2020/2021 and Operational Plan 2020/2021 (Year 3 of the Current Delivery Program)

TRIM Reference: 2020/646

MOTION Cr J McRae/Cr S Nugent

That Council resolves:

1 To place the draft Operational Plan 2020/2021 and draft Budget 2020/2021 (including draft Statement of Revenue Policy 2020/2021 and draft Fees and Charges 2020/2021) and updated draft resourcing strategies Long Term Financial Plan 2020/2021 to 2029/2030 and Workforce Management Plan 2020/2021 to 2023/2024 on public exhibition for a minimum of 28 days.

AMENDMENT Cr K Duffy/Cr S Romano

That Council resolves to defer consideration of the matter to the next Council Meeting to give Councillors a further opportunity to raise questions with staff and consider further.

For: Cr Hamling, Cr Duffy, Cr Kidd, Whitton, Cr Taylor, Cr Romano, Cr Previtera

Against: Cr McRae, Cr Nugent, Cr Turner, Cr Mileto

Absent: Cr Munro

THE AMENDMENT ON BEING PUT TO THE MEETING WAS CARRIED AND BECAME THE MOTION

THE MOTION ON BEING PUT TO THE MEETING WAS CARRIED

RESOLVED - 20/122 Cr K Duffy/Cr S Romano

That Council resolves to defer consideration of the matter to the next Council Meeting to give Councillors a further opportunity to raise questions with staff and consider further.

For: Cr Kidd, Cr Duffy, Cr Hamling, Cr Taylor, Cr Romano, Cr Whitton, Cr Previtera

Against: Crs Turner, Cr Nugent, Cr McRae and Cr Mileto

Absent: Cr Munro

MATTER ARISING

Cr McRae tendered her resignation as Chairperson of the Finance Policy Committee.

6 Closed Meeting

In accordance with the Local Government Act 1993, and the Local Government (General) Regulation 2005, in the opinion of the General Manager, the following business is of a kind as referred to in Section 10A(2) of the Act, and should be dealt with in a Confidential Session of the Council meeting closed to the press and public.

In response to a question from the Mayor, the Chief Executive Officer advised that no written submissions had been received relating to any item listed for consideration by the Closed Meeting of Council.

RESOLVED - 20/123 Cr R Turner/Cr K Duffy

That Council adjourn into a Closed Meeting and members of the press and public be excluded from the Closed Meeting, and access to the correspondence and reports relating to the items considered during the course of the Closed Meeting be withheld unless declassified by separate resolution. This action is taken in accordance with Section 10A(2) of the Local Government Act, 1993 as the items listed come within the following provisions:

6.1 Adjustment of Waste Disposal Charges Due to Quoting Discrepancy

This item is classified CONFIDENTIAL under the provisions of Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to (d)i commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.

6.2 2019 Third and Fourth and 2020 First Quarter Water Consumption Charges - 131A March Street, Orange

This item is classified CONFIDENTIAL under the provisions of Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to (b) the personal hardship of any resident or ratepayer.

For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Nugent, Cr Previtera, Cr Romano, Cr Taylor, Cr Turner, Cr Whitton

Against: Nil

Absent: Cr Munro

The Mayor declared the Ordinary Meeting of Council adjourned for the conduct of the Closed Meeting at 7.54pm.

The Mayor declared the Ordinary Meeting of Council resumed at 8.04pm

7 Resolutions from Closed Meeting

The Chief Executive Officer read out the following resolutions made in the Closed Meeting of Council.

6.1 Adjustment of Waste Disposal Charges Due to Quoting Discrepancy

TRIM Reference: 2020/254

RESOLVED - 20/124 Cr R Turner/Cr K Duffy

That Council adopt the adjustment of Debtors Account No 6196.90, Invoice 63553 for waste depot charges from $334.00/tonne to $154.75/tonne due to a quoting discrepancy. The total adjustment is $12,766.19.

For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Nugent, Cr Previtera, Cr Romano, Cr Taylor, Cr Turner, Cr Whitton

Against: Nil

Absent: Cr Munro

6.2 2019 Third and Fourth and 2020 First Quarter Water Consumption Charges - 131A March Street, Orange

TRIM Reference: 2020/610

RESOLVED - 20/125 Cr R Turner/Cr S Nugent

That Council resolves to:

1 Reduce the total water consumption of $1,199.21 over the three billing periods by 40 per cent for ratepayers not eligible for a pension rebate and a credit of $479.68 be applied to each of nine assessments, a total of $4,317.12.

2 Reduce the total water consumption of $1,199.21 over the three billing periods pro-rata to previous consumption for ratepayers eligible for a pension rebate and a credit of $938.93 be applied to each of the remaining five assessments, a total of $4,694.65.

For: Cr Kidd, Cr Duffy, Cr Hamling, Cr McRae, Cr Mileto, Cr Nugent, Cr Previtera, Cr Romano, Cr Taylor, Cr Turner, Cr Whitton

Against: Nil

Absent: Cr Munro

The Meeting Closed at 8.08PM

This is Page Number 7 and the Final Page of the Minutes of the Ordinary Meeting of Orange City Council held on 21 April 2020.

Council Meeting 12 May 2020

5.2 Draft Delivery Program 2018/2019 to 2020/2021 and Operational Plan 2020/2021 (Year 3 of the Current Delivery Program)

RECORD NUMBER: 2020/685

AUTHOR: Jason Cooke, Manager Financial Services

EXECUTIVE Summary

Orange is a prosperous and growing City with a changing demographic as young families realise that Orange is a place to stay and grow with all of the opportunities offered by larger metropolitan centres with the added benefit of a country lifestyle. As Orange grows it is time to look ahead and build the social infrastructure that the City and its next generations will need in 2030 and beyond.

Through prudent investment and planning, previous Councils have built the Council finances into a solid state. With historically low interest rates and significant equity, it is considered that now is the time to spend and develop Orange into a City of the future. In addition the significant capital spend proposed will inject significant stimulus into the economy at a time where the COVID-19 issue is creating great uncertainty.

The Draft Budget has been developed through consultation with the community via the Community Strategic Plan, with Councillors over the last 6 months and with Managers and Directors via a budget bid process.

The proposed budget includes a capital spend of $78.9M in 2020/2021 and $226.6M over the four year period 2020/2021 to 2023/2024.

Whilst significant borrowings are proposed in the draft budget, these will not breach the Debt Service Cover Ratio recommended benchmark of 2.

Projects included in the proposed 2020/2024 spend include:

FutureCity CBD upscale and renewal - $15M (part of a 2 year $30M project). Council has committed $5M per year to this project	Orange Regional Conservatorium - $20M over 2 years. Council has committed $5M to this project	Showground amenities - $750K. Council has committed $250K to this project
$4.4M in Airport upgrades and improvements	Playground upgrades at Council child care centres - $200K	Mount Canobolas Mountain Bike Trails - $500K committed for phase 1 of the project
Sporting Precinct development - $25M all from NSW Government	Glenroi Oval master plan implementation - $125K per year for two years	Renewable projects - $500K per year for 3 years
Gallery extension – $1M committed by Council out of a total $5M	Clergate Rd – NDR to Canobolas Wooltop (Stage 2) $2.8M	Forest Rd – Cadia Rd to Boundary $800K per year for four years
Lone Pine and Wakeford St road construction - $1.4M	Ophir Rd widening and barrier installation - $510K	Phoenix Mine Rd widening - $335K
Spring Creek Dam to Icely Rd WTP - $4.5M ($5M emergency water project 50% funded by NSW Government)	Blackman’s Swamp stormwater harvesting Stage 2 - $5M (emergency water project 50% funded by NSW Government)	Gosling Creek dam upgrade - $900K
Icely Rd Water Treatment Plant - $1.1M	Southern Feeder Rd works – An additional $1.5M committed	Sewerage Treatment Plant inlet works upgrade - $3M
Spring Hill Lucknow sewer strategy - $800K	Conversion of CWD Photos – $25K per annum	Replacement Depot Building - $800K committed of total $1.4M cost
All day car park located on Old Williams Shed site - $200K	Double Storey Carpark - $4.5M	Aquatic Centre Expansion - $3M
Industrial Land Projects – $2.5M	Lake Canobolas Enhancements - $1M	Wade Park and Grandstands - $1.2M
Orange Civic Theatre - $6M	Advancing Shiralee Community Infrastructure - $1.5M	Footpaths – $900K year 1, $750K year 2 and $600K year 3.
Sir Jack Brabham Park – $250K refurbishment of amenities blocks	New and refurbished Playgrounds – $900K over 4 years

Other smaller value projects include:

· An additional leash free area

· Appropriate signage and garden at Orange entrances

· Acknowledgement of Iconic Australian Locals

· Ploughman's Wetland - Elevated Boardwalk

· Somerset Park - Bridge at Northern End

· Columbarium Wall

· Gallery - Movable walls

· Villages development

Bulky Waste

Waste services are fully cost recovered through annual rates. Any additional bulky waste service will be recovered through an additional fee or charge per use or through an additional levy per ratepayer, depending on the preferred alternative.

A number of options have been proposed for a bulky waste pick-up service including:

1. Maintain the existing service of a user pays ticket for a single bulk waste collection at any time of the year @ $220.25 inc. GST, comparable to the cost of a skip bin service.

2. On Call user pays scheduled; that is the resident rings Council, books and pays for a clean-up of 2 cubic metres once or twice a year at predetermined dates. The price for this service is $82.50 inc. GST per waste stream (bulky, scrap steel & organics) per premise with a minimum number required of 30 combined services.

3. Council wide bulky waste pick up once a year and levied against all ratepayers regardless of whether it is utilised or not. The price of the service is $12.50 inc. GST and includes three passes - the first for any refrigerated bulky waste that requires degassing and can be recycled; the second for scrap steel that can be recycled; and the third for general bulky waste.

Council considers option 3 offers the best value for a council wide service and has therefore included this as a proposed service in the list of draft fees and charges, alongside the current service described in option 1.

Grant Funding

A number of projects in the Capital Works program are partially reliant on State and Federal government grant funding, so the actual built value will depend on the level of support provided by the State and Federal government to the Orange community.

Should State or Federal funding not be secured and Council wishes for the project to proceed, the project would be required to be modified, or additional funding sourced by Council through either increased loans, utilisation of reserves or deferral to future years.

In 2020-21 projects that are listed and have an unsecured grant component include:

· CBD Refurbishment: Full project is estimated at $30M with $20M to be secured. This project is able to be staged to reflect funding received / available

· Orange Regional Conservatorium: $20M project with $5M to be secured. This project is not able to be staged scalable and requires grant funding to proceed.

· Forest Road works: $4.8M project over 6 years. $800K to be secured. This project is able to be staged

· Showground Amenities and Kitchen: $750K project with $500K to be secured. This project is able to be staged to do the components separately.

Orange 360

The contract with TDO Limited trading as Orange 360 is due to end on June 30 this year. Earlier this year Orange 360 briefed Council on a proposal for a new contract. There was a strong focus on destination marketing, training and development and in-region event support.

The proposal included an increase in funding of $150,000 to $550,000 in year one rising to $592,290 in year 4. As the Orange 360 program covers Blayney and Cabonne, funding increases were also sought from those councils.

The Orange 360 proposal also put forward a four year contract period to align with the council elections schedule.

The COVID-19 predicament has necessitated a re-think on the way forward. Orange 360 has already developed a COVID-19 strategy focussed on the short term and recovery.

As part of this Delivery/Operational Plan it is proposed to extend the current contract for 18 months under the existing terms and payments and $400,000 has been included in the 20/21 year.

This extension will allow for the development of a more substantial recovery plan, ensure the continuing viability of Orange 360 and allow a new contract to be established to align with the new council election schedule and the post COVID-19 climate.

Post COVID-19 there will be an opportunity to promote regional destinations ahead of international travel. However Orange will not be the only voice in the market place promoting a destination of choice. A strong recovery plan through Orange 360 will be critical.

COVID-19

Given the COVID-19 situation is fluid, it is expected that variations through both additional funding and additional expenditure will be required to the Budget after adoption. The Council is able, through its quarterly variation process, to accommodate changes to the Budget moving forward, and it is expected that this will be used again to bring forward projects or make adjustments for COVID-19 impacts that are unable to be incorporated into the Annual Budget at 1 July 2020.

Council has included a $1.8M loss of revenue provision in the 2020/2021 Delivery Plan for the first quarter. This covers activities including:

	$
Child Care Centres	280,000
OCT Closure	325,000
Airport / Airlines reduction	260,000
Parking Fines	250,000
Pool Closure	137,000
Caravan park Closure	104,000
Museum Closure	45,500
VIC Closure	36,000
Function Centre Closure	27,000
Ophir Carpark Closure	21,450

Integrated Planning and Reporting

In accordance with the Integrated Planning and Reporting requirements set out in the Local Government Act 1993, this report presents:

1 Draft Operational Plan 2020/2021 under the current Delivery Program 2018/2019 to 2020/2021 (noting that the current Delivery Program has been extended by one year as the Local Government election will now be in 2021). This includes:

a 2020/21 Draft Budget

b 2020/21 Draft Statement of Revenue Policy

c 2020/21 Draft Fees and Charges

2 Resourcing Strategy – Long Term Financial Plan 2020/21 to 2029/30

3 Resourcing Strategy - Workforce Management Plan 2020/2021 to 2023/2024 (although this resourcing strategy is usually updated when the new Community Strategic Plan and Delivery Program are created after the next Local Government election, it can be changed if something extraordinary changes in the current period - in this case, this resourcing strategy has been updated for COVID-19 and has been projected forward)

The Annual Budget 2020/21 must normally be approved by the Council no later than 30 June 2020.

If approved for public exhibition by the Council, the attached drafts will be published for community feedback and response for 28 days. This is the period set out in the Act in which Councillors and the community are able to put forward new initiatives and changes to priorities.

Following exhibition, management will revise the Budget taking into account Councillor and community priorities.

Councillors have also flagged a preference to deliver as much of this program as possible using local business.

Link To Delivery/OPerational Plan

The recommendation in this report relates to the Delivery/Operational Plan strategy “17.2 Collaborate - Ensure financial stability and support efficient ongoing operation”.

Financial Implications

The proposed Delivery/Operational Plan identifies the operational and subsequent budgetary impacts arising in the delivery of the levels of service proposed. The financial implications of this investment are significant and ambitious. The finance team with the CEO and Executive have however modelled the proposed program of works so Council can continue its operational programmes whilst at the same time committing significant capital funds.

Policy and Governance Implications

The Local Government Act 1993 requires Council to exhibit the documents for a minimum of 28 days.

It is proposed to exhibit the plans for 28 days from 13 May 2020. Following exhibition, it is intended that community submissions and the draft budget documents will be brought back to a meeting on 23 June 2020.

Recommendation

That Council resolves:

further considerations

The recommendation of this report has been assessed against Council’s other key risk categories and the following comments are provided:

Service Delivery

The Delivery/Operational Plan identifies levels of service for the range of Council’s operations. These levels of service are also identified as part of the Asset Management planning documents.

The Delivery/Operational Plan identifies the key services Council will deliver over the term of the Plan, and quarterly performance indicators will provide a measure of Council’s performance in achieving these objectives.

Stakeholders

The Delivery/Operational Plan identifies key agencies and other groups that are stakeholders in key Council activities. The Plan identifies the range of government agencies that provide advocacy, funding and partnerships to Council.

SUPPORTING INFORMATION

Since 2012, all NSW Councils have been required to prepare a suite of documents under the Integrated Planning and Reporting (IP&R) framework outlined in the Local Government Act and its Regulations.

The Framework is outlined in the following diagram:

Source: Office Local Government

The following reproduces from the NSW Office of Local Government the requirements of the Integrated Planning and Reporting Framework:

Community Strategic Plan (Term of Council)

“The Community Strategic Plan represents the highest level of strategic planning undertaken by a local council. All other plans developed by the council as part of the Integrated Planning and Reporting framework must reflect and support the implementation of the Community Strategic Plan.

The Community Strategic Plan should identify the main priorities and aspirations of the community, providing a clear set of strategies to achieve this vision of the future. Building the Community Strategic Plan takes time and must involve a whole-of-community engagement process.

The Community Strategic Plan must be based on the social justice principles of access, equity, participation and rights. It should also address the quadruple bottom line (social, environmental, economic and civic leadership) issues. It is recommended that a council uses a multi-disciplinary team to manage and implement the integrated planning process”.

The Council approved the Community Strategic Plan in 2018 following extensive community consultation.

Delivery Program (Term of Council)

“The Delivery Program turns the strategic goals found in the Community Strategic Plan into actions. It is the point where a council makes a commitment to the Community Strategic Plan, and act upon those issues that are within its area of responsibility.

The Delivery Program is the key ‘go to’ document for the Councillors. It identifies all of the key activities the council has committed to undertake over its four-year term. All plans, projects, activities and funding allocations of the council must be directly linked to the Delivery Program”.

Operational Plan (1 year)

“The Operational Plan details specific individual projects and activities that will be undertaken in the next year to achieve the commitments made in the Delivery Program.

The Operational Plan includes the Council’s detailed annual budget, along with the council’s Statement of Revenue Policy, which includes the proposed rates, fees and charges for that financial year”.

EXAMPLE OF HOW THE FRAMEWORK OPERATES

The 2018 Community Strategic Plan sets out an example of how the framework is implemented.

Community Strategic Plan 2018 Objective

Healthy and active community that is supported by sport and recreational infrastructure.

Delivery Program (Action)

Identify and deliver sport and recreation facilities to service the community into the future.

Flowing from the above, the other planning documents need to reflect the projects and activities that are proposed to be undertaken by Council each year, and the flow-on impacts to the budget, staff and long term financial capacity. They also need to reflect the actual costs of meeting the legislative obligations of Councillors to deliver core services (water, sewerage, waste, development applications) and other statutory obligations (e.g. WHS, EEO, Building Standards). For example, the action in the Delivery Program may be realised as follows:

Operational Plan

E.g. Seek State and Federal grant for Community Building X.

Asset Management Plan

This project will create an asset, and the costs of maintaining, repairing and replacing the asset must be included in the Asset Management Plans once the building is completed. As this will be a future cost to the Council and the community, the costs should be included in the Long Term Financial Plan and Annual Budget to ensure the Council is not taking on liabilities that it cannot afford in the future or unfairly passing costs to a future generation.

Workforce Management Plan

The operation of the facility will have an impact on staffing. The Workforce Management Plan must anticipate the likely skills, qualifications and experience the Council will need to operate and deliver the asset and services to be provided, including backend services such as IT, finance, building services, water and sewerage, corporate governance, audit, risk management, WHS etc. It needs to set out projected changes in technology, the employment market, staff satisfaction and other factors and the likely impact on the capacity of the Council to recruit and retain staff to deliver the project as well as ongoing core services, and propose actions to ensure the Council can demonstrate to the community that it can successfully deliver the project.

Long Term Financial Plan

The Long Term Financial Plan must include the Council’s anticipated costs in applying for funding (e.g. master planning, advocacy, legals, financial planning) and any expected Council capital co-contribution, as well as the operational costs of running the facility if approved (staff, depreciation, maintenance, asset renewal, contingencies) and any projected income to offset those costs (e.g. license for use of facilities, income from sales etc).

Draft Budget

The projected capital and operational income and expenditure for the development, construction and operation of the facility must be incorporated into the Budget for the years in which the income and expenditure is expected to accrue.

Rates, Charges and Fees

Rates, charges and fees for use of the facility may need to be incorporated in future years, and other rates and charges may need to be reviewed where expenditure is expected to exceed revenue.

PROPOSED 2020/21 APPROACH

The Chief Executive Officer determined the framework for the review of the Integrated Planning and Reporting documentation.

Community Strategic Plan

As the Community Strategic Plan was approved after community consultation in 2018, and no proposals or recommendations have been made for changes at this time; and because of the now extended election cycle it is recommended that the Plan be re-endorsed for the 2020/21 year.

Delivery Program

Minor updates have been made (e.g. CBD upgrade has included reference to FutureCity as the working title which has been deferred for one year pending a decision on grant funding).

Operational Plan

Changes to the Operational Plan have been made to reflect 2020/21 priorities (see below).

Resourcing Strategy

The documents required in the Resourcing Strategy are attached to this report.

The Resourcing Strategy must include:

· Asset Management Strategy

· Workforce Management Plan

· Long Term Financial Plan

Asset Management Strategy

The historic approach to the Asset Management Strategy is to submit this for adoption following approval of the draft delivery program and operational plan. Under the current budget framework, this influences the amount of money that may be available to fund asset management.

Long Term Financial Plan

The Long Term Financial Plan covers a ten year span as required by the Act. The Plan is re-set each year and projections regarding income and expenditure are then updated for the following ten years. The Long Term Financial Plan is based on a series of assumptions about future income and expenditure.

Workforce Management Plan

The Workforce Management Plan is required to be a rolling four year plan. It considers workplace issues such as staff sentiment, succession planning, training, future staffing needs, the impact of technology on future staffing and capabilities, the optimal organisation of staffing to deliver services and efficiency, and the workforce profile required in order to provide input into the structure and management of the Council’s operations.

2020/21 Rates

Tables in this report include the current financial year (2019/20) original budget as adopted in the current Delivery Program and Operational Plan.

A 2.6 percent increase in rates was decided by IPART for General Rates (Residential, Business, Farmland). The overall impact of this increase on an average assessment is:

1 Residential assessments will increase by $38.42, and total rates and charges $1.20 per week (or $62.22 per annum) which is 2.59 per cent.

2 Business assessments will increase by $133.47 or $2.57 per week.

Please note the above totals do not include water or non-residential sewer charges which are billed separately.

Proposed increases in water and sewer fees and charges are:

Fund	2019/20	2020/21	2021/22	2022/23	2023/24
Water	1.8%	2.5%	2.5%	2.5%	2.5%
Sewer	1.8%	2.5%	2.5%	2.5%	2.5%

Pensioners receive a statutory reduction of $250 off their General Rates & $87.50 off both water and sewer charges. Council also offers a voluntary rebate of either ten per cent or five per cent of rates and charges. The additional voluntary rebate costs Council approximately $480,000 per annum.

2020/21 Operating Position

The draft Delivery/Operational Plan proposes a consolidated operating (before capital) deficit of $1,294,992 for 2020/21. The deficit position is due mainly to a loss of income contingency of $1.8 million raised to recognise the impacts of COVID-19 in the first quarter of 2020/21. This is reflected in the income reductions applied to the following services:

	$
Child Care Centres	280,000
OCT Closure	325,000
Airport / Airlines reduction	260,000
Parking Fines	250,000
Pool Closure	137,000
Caravan park Closure	104,000
Museum Closure	45,500
VIC Closure	36,000
Function Centre Closure	27,000
Ophir Carpark Closure	21,450

The operating position shows how Council proposes to expend money on items other than those classified as capital. Operating expenditure is Council’s year to year expenditure on providing services.

The distribution across the funds is as follows with the table also showing the draft operating positions in the subsequent three years of the Plan:

Operating Result (by Fund)
	2019/2020 Original	2020/2021 Proposed	2021/2022 Proposed	2022/2023 Proposed	2023/2024 Proposed
General Fund	(158,152)	2,102,374	(470,519)	(724,320)	(963,794)
Water Fund	(1,042,944)	(15,011)	(160,326)	(136,229)	(263,101)
Sewer Fund	(1,205,656)	(792,371)	(1,292,139)	(1,362,790)	(1,404,538)
Total (All Funds)	(2,406,752)	1,294,992	(1,922,984)	(2,223,339)	(2,631,433)

A surplus operating position is an indicator of financial sustainability and is indicated by red bracketed numbers in the table above. The table shows the deficit result expected for 2020/21.

2020/21 Overall Position (including capital)

The draft Delivery/Operational Plan proposes a consolidated overall (including capital) deficit of $2,815,126 for 2020/21, again impacted by the COVID-19 contingency of $1.8 million combined with the extensive planned capital program.

The distribution across the funds is as follows with the table also showing the draft operating positions in the subsequent three years of the Plan:

Overall Result (by Fund)
	2019/2020 Original	2020/2021 Proposed	2021/2022 Proposed	2022/2023 Proposed	2023/2024 Proposed
General Fund	(258,074)	2,941,251	(1,488,276)	645,259	235
Water Fund	(50,220)	(125,567)	(1,904,912)	1,249,907	(1,369,144)
Sewer Fund	(40,818)	(558)	(2,733,881)	(422,047)	(2,511,148)
Total (All Funds)	(349,112)	2,815,126	(6,127,069)	1,473,119	(3,880,057)

The table above shows the deficit result expected for 2020/21.

The capital budget proposes to deliver a combined total of projects of $78.9M in 2020/21. This expenditure is distributed across the funds and the expenditure levels over the subsequent three years are also shown:

Fund	2020/21	2021/22	2022/23	2023/24
General	$ 58,584,492	$ 64,505,507	$ 28,863,223	$ 23,287,221
Water	$ 14,087,863	$ 2,454,552	$ 9,759,444	$ 3,151,507
Sewer	$ 6,240,110	$ 2,358,860	$ 6,994,617	$ 6,351,345
Consolidated	$ 78,912,465	$ 69,318,919	$ 45,617,284	$ 32,790,073

Over the next four years a total capital spend of $226.6 million is proposed. Council and Staff have proposed an ambitious works program that will see the following projects initiated in 2020/21 for completion over the four year period 2020/2021 to 2023/2024.

FutureCity CBD upscale and renewal - $15M (part of a 2 year $30M project). Council has committed $5M per year to this project	Orange Regional Conservatorium - $20M over 2 years. Council has committed $5M to this project	Showground amenities - $750K. Council has committed $250K to this project
$4.4M in Airport upgrades and improvements	Playground upgrades at Council child care centres - $200K	Mount Canobolas Mountain Bike Trails - $500K committed for phase 1 of the project
Sporting Precinct development - $25M all from NSW Government	Glenroi Oval master plan implementation - $125K per year for two years	Renewable projects - $500K per year for 3 years
Gallery extension – $1M committed by Council out of a total $5M	Clergate Rd – NDR to Canobolas Wooltop (Stage 2) $2.8M	Forest Rd – Cadia Rd to Boundary $800K per year for four years
Lone Pine and Wakeford St road construction - $1.4M	Ophir Rd widening and barrier installation - $510K	Phoenix Mine Rd widening - $335K
Spring Creek Dam to Icely Rd WTP - $4.5M ($5M emergency water project 50% funded by NSW Government)	Blackman’s Swamp stormwater harvesting Stage 2 - $5M (emergency water project 50% funded by NSW Government)	Gosling Creek dam upgrade - $900K
Icely Rd Water Treatment Plant - $1.1M	Southern Feeder Rd works – An additional $1.5M committed	Sewerage Treatment Plant inlet works upgrade - $3M
Spring Hill Lucknow sewer strategy - $800K	Conversion of CWD Photos – $25K per annum	Replacement Depot Building - $800K committed of total $1.4M cost
All day car park located on Old Williams Shed site - $200K	Double Storey Carpark - $4.5M	Aquatic Centre Expansion - $3M
Industrial Land Projects – $2.5M	Lake Canobolas Enhancements - $1M	Wade Park and Grandstands - $1.2M
Orange Civic Theatre - $6M	Advancing Shiralee Community Infrastructure - $1.5M	Footpaths – $900K year 1, $750K year 2 and $600K year 3.
Sir Jack Brabham Park – $250K refurbishment of amenities blocks	New and refurbished Playgrounds – $900K over 4 years

The delivery of this program is partially reliant on State and Federal government grant funding, so the actual value will depend on the level of support provided by the State and Federal government to the Orange community. Funding for the projects also comes from Council’s own funds and reserves, land/property sales and loans.

The funding sources for the Long Term Financial Plan anticipate additional loan funding required for the following purposes:

· 2020/21 $1M Regional Art Gallery extension

· 2020/21 $1.5M Southern Feeder Road

· 2020/21 $5M Future City project

· 2021/22 $5M Future City project

Funding through Land Sales

Land Sales will form an important component of the underpinning of the Budget. Key sites that will be sold include:

· Various residential sites;

· Old saleyards site;

· Remanent Narrambla blocks;

· Clergate Road Industrial blocks; and

· The remainder of the old hospital site

Contingent Funding Approach and Proposed Loans

While not all projects are assured of other funding, they are included to drive greater value for leverage funding provided by Council. Given the number and spread of projects reliant on co-funding and Council’s contribution to the projects, along with some current exposure to partial grant funding, it is necessary to consider a probability/contingent approach to such projects.

While it would be ideal to procure all co-funded projects, it may not happen, and while seeking such funding, Council revenue is reserved for the projects that may or may not occur.

In this regard, the draft Delivery Plan proposes loans towards a major co-funded project and coverage of some of the exposure to partial funding through loan capacity and or reserves. Additionally, should a project not eventuate which relies upon co-funding then it releases Council’s component of the project.

Attachments

1 Community Strategic Plan 2018/2028 - 2019/2020 - Adopted 25 June 2019, D19/27651 ⇩

2 DRAFT - Delivery Operational Plan 2019-2022, D20/21750 ⇩

Rating Category Map, D20/25947

3 DRAFT - Long Term Financial Plan 2020/2021 to 2029/2030, D20/26094 ⇩

4 DRAFT - Fees and Charges 2020/2021, D20/25771 ⇩

5 DRAFT - Workforce Management Plan Strategy 2020/2021 to 2023/2024, D20/1875 ⇩

6 Strategic Policy - ST007 - Asset Management (Adopted 3 December 2019), D19/68330 ⇩

7 DRAFT - Asset Management Strategy 2020/21, D20/21248 ⇩

8 Strategic Policy - ST009 - Revenue and Pricing, D20/21367 ⇩

Council Meeting 12 May 2020

Attachment 4 DRAFT - Fees and Charges 2020/2021

PDF Creator

Council Meeting 12 May 2020

Attachment 5 DRAFT - Workforce Management Plan Strategy 2020/2021 to 2023/2024

CONTENTS

1 EXECUTIVE SUMMARY. 4

2 INTEGRATED PLANNING AND REPORTING FRAMEWORK. 6

3 WORKFORCE PLANNING.. 7

3.1 Workforce Analysis. 7

3.2 Forecast Future Needs (demand) 7

3.3 Forecast Future Supply. 7

3.4 Analyse Gaps. 7

3.5 Develop Strategies. 7

3.6 Implement Strategies. 8

3.7 Monitor and Evaluate. 8

4 ENGAGEMENT. 8

4.1 Scope 8

4.2 Responsibilities. 8

4.3 Approval 9

5 WORKFORCE ANALYSIS – Our Organisation. 9

5.1 Values 9

5.2 Structure. 10

5.2.1 Chief Executive Officer. 10

5.2.2 Community, Recreation and Cultural Services. 11

5.2.3 Corporate and Commercial Services. 11

5.2.4 Development Services. 11

5.2.5 Technical Services. 11

6 WORKFORCE ANALYSIS. 12

6.1 Workforce Numbers. 12

6.2 Gender Profile. 12

6.3 Recruitment and Commencement 13

7 COMPARATIVE DATA. 14

7.1 Age Profile. 14

7.2 Tenure (length of service) 14

7.3 Separations. 14

7.4 Leave 15

8 WORKFORCE ANALYSIS. 16

8.1 Coronavirus (COVID-19) 16

8.2 Local Labour Market 16

8.3 Skill Shortages. 17

8.4 Future of Work. 17

8.5 Diversity. 18

8.6 Climate Change. 19

9 GAP ANALYSIS. 19

9.1 Capacity Gaps. 19

9.2 Capability Gaps. 19

9.2.1 Culture and Values. 19

9.2.2 Attraction and Retention. 20

9.2.3 Leadership. 20

9.2.4 Development 20

9.2.5 Health and Well Being. 21

10 STRATEGY DEVELOPMENT. 22

11 STRATEGY IMPLEMENTATION.. 22

12 MONITOR, EVALUATE AND REVIEW... 22

13 Appendix: Workforce Management Strategy – Action Plan. 23

13.1 Strategy 1 – Attraction and Retention. 23

13.2 Strategy 2 – Leadership. 24

13.3 Strategy 3 – Development 25

13.4 Strategy 4 – Recognition. 26

13.5 Strategy 5 – Work Health and Safety - Health and Well Being. 26

13.6 Strategy 6 – Workplace Culture. 27

1 EXECUTIVE SUMMARY

This Workforce Management Strategy has been developed to build on the strong foundation laid down by our first Workforce Management Plan 2012-2016 and should be read in conjunction with the Resourcing Strategy and Community Strategic Plan.

This document will support long-term workforce strategies for Council’s workforce and human resources needs which will likely remain unchanged over the next four years. However, changes to community priorities and the local government industry require the Workforce Management Strategy to be updated on an annual basis.

The ongoing focus for this document is on ensuring Orange City Council has the right people, with the right skills, doing the right jobs, at the right time. This requires having systems in place to attract, develop and support workers to support Council to succeed. This plan also links with the key initiatives of the NSW Local Government Workforce Strategy.

Key workforce challenges include:

1. meeting increasing community expectations around service-delivery and scope,

2. improving alignment between our culture and strategy,

3. support staff to transition to the future of work and the future workplace,

4. attracting skills and talent in a more competitive labour market by becoming an employer of choice,

5. addressing workforce ageing,

6. addressing skills shortages,

7. and improving productivity and organisational systems to ensure community value for money.

Workforce planning enables Council to respond to these changes in a planned and strategic manner.

A high level review of Council’s workforce needs now and into the future has been completed as part of the development of this document. Council has a workforce of 500 people, and provides a range of traditional and non-traditional local government services. The workforce ranges in age from under 20 to over 70 years.

The components of this strategy set out our ongoing commitment to deliver on:

· Workplace Culture and Staff Satisfaction

· Attraction and Retention of Staff

· Staff Leadership and Internal Communication

· Staff Development and Transition

· Staff Recognition

· Staff Health and Wellness

While many actions arising in this document identify Human Resources as responsible for implementation, all workers have a role to play in ensuring that outcomes are realised.

I encourage all staff to read the Workforce Management Strategy, and participate where possible in its implementation.

David Waddell

CHIEF EXECUTIVE OFFICER

2 INTEGRATED PLANNING AND REPORTING FRAMEWORK

The NSW Government requires all councils to prepare a suite of documents to satisfy the reporting outcomes within the Integrated Planning and Reporting (IP&R) Framework.

The framework is shown in the diagram below.

The output of Workforce Management Planning is the Workforce Management Strategy. The Workforce Management Strategy makes up part of the Resourcing Strategy which along with the Assets Management Plan and Long Term Financial Plan (LTFP) provide the assumptions and background to assist in the completion of Council’s program of works and services.

3 WORKFORCE PLANNING

Workforce planning helps ensure that the community’s strategic goals – as expressed in the Community Strategic Plan – will be met. The development of an effective workforce strategy will enable the council to focus on the medium and long term while providing a framework for dealing with immediate challenges in a consistent way.

The strategy aims to provide council with the people best able to inform its strategic direction, develop innovative approaches and deliver appropriate services effectively and efficiently.

The approach taken to develop the Workforce Management Strategy has been based on the Office of Local Government Steps for Workforce Management Planning[1].

3.1 Workforce Analysis

Workforce analysis involves establishing a clear understanding of Council’s direction and the internal and external factors that influence current and future labour demand and supply. Analysis undertaken includes reviewing the external environment, the organisation direction, the current workforce and its trends.

3.2 Forecast Future Needs (demand)

Forecasting future needs involves identifying impacts on the service delivery requirements of Council. This involves estimating the capability and capacity of workforce requirements into the future.

3.3 Forecast Future Supply

Forecasting the future supply of the workforce involves using the results of workforce analysis and forecasting trends into the future to identify the projected capability and capacity of the workforce in the event that no strategies were implemented.

3.4 Analyse Gaps

Analysing gaps involves using the workforce analysis, supply and demand to identify current and future gaps between current and required positions / skills / resources.

3.5 Develop Strategies

Developing strategies involves planning and designing specific programs and projects to address the identified gaps to enable Council to develop and maintain a workforce capable of delivering the Community Strategic Plan Objectives.

3.6 Implement Strategies

Implementing strategies is the execution of the specific programs and projects. The implementation of these strategies is integrated into the broader business planning and operational management activities.

3.7 Monitor and Evaluate

Monitoring and evaluation is conducted to determine the effectiveness, efficiency and appropriateness of the strategies. Monitoring and evaluating is used to identify what works and issues / opportunities to be considered in future Workforce Strategies.

4 ENGAGEMENT

In December 2018 Council conducted an employee survey to continue our ongoing process of engagement with our workforce. 190 employees participated.

The Survey identified a number of areas of strength, and key areas for attention that have been a focus at a leadership level and across the organisation. Key focus areas from the survey results have been included in the action plan (see below)

In late 2019 Managers in consultation with Human Resources updated their workforce planning needs for 2020/21. Directors also contributed to strategies for the workforce planning in early 2020. This included a review of their overall salaries budget, vacant positions, temporary positions, casual employees, proposed new positions, any known employee turnover and any proposed job redesign. This process also provided Managers with tools for making human resource decisions now and into the future.

4.1 Scope

The Workforce Management Strategy is a four year plan to support medium to long term workforce strategies to align with and support Council’s four year Delivery Operational Plan.

4.2 Responsibilities

The Human Resources team have overall responsibility for developing and implementing the Workforce Management Strategy. The Strategy is developed based on consultation with workers and management.

The Orange City Council Employee Consultative Committee also has a key role in assisting in the implementation and monitoring progress of the Plan.

All employees can play a part in assisting the implementation of this Plan, and providing feedback to monitor progress.

4.3 Approval

While the Chief Executive Officer has the delegation to approve the Workforce Management Strategy, Directors are also involved the review.

5 WORKFORCE ANALYSIS – Our Organisation

5.1 Values

As a values-based organisation, Council demonstrates its values through workplace behaviours. These behaviours provide a framework for employee to model behaviour across the organisation. Underpinning the behaviours is the Orange City Council Code of Conduct. Council’s corporate values are:

Our values are considered as part of our recruitment processes, and are linked to our Position Descriptions and various organisational policies and procedures.

5.2 Structure

Council delivers services to the community through four divisions, overseen by the Chief Executive Officer. The activities undertaken by these divisions are guided by the Delivery Operational Plan. An overview of these activities is provided below:

5.2.1 Chief Executive Officer

The Chief Executive Officer is responsible for the efficient and effective operation of the organisation and for ensuring the implementation, without undue delay, of decisions of Council. The Chief Executive Officer has the following functions^{^[2]}:

a) to conduct the day-to-day management of the council in accordance with the strategic plans, programs, strategies and policies of the council,

b) to implement, without undue delay, lawful decisions of the council,

c) to advise the mayor and the governing body on the development and implementation of the strategic plans, programs, strategies and policies of the council,

d) to advise the mayor and the governing body on the appropriate form of community consultation on the strategic plans, programs, strategies and policies of the council and other matters related to the council,

e) to prepare, in consultation with the mayor and the governing body, the council’s community strategic plan, community engagement strategy, resourcing strategy, delivery program, operational plan and annual report,

f) to ensure that the mayor and other councillors are given timely information and advice and the administrative and professional support necessary to effectively discharge their functions,

g) to exercise any of the functions of the council that are delegated by the council to the Chief Executive Officer,

h) to appoint employee in accordance with the organisation structure determined under this Chapter and the resources approved by the council,

i) to direct and dismiss employee,

j) to implement the council’s workforce management strategy,

k) any other functions that are conferred or imposed on the Chief Executive Officer by or under this or any other Act.

5.2.2 Community, Recreation and Cultural Services

The Community, Recreation and Cultural Services Division includes the functions of Community Services, Central West Libraries, Cultural Services (Art Gallery and Museum), Performing Arts and Venues, Aquatic Centre and City Presentation.

5.2.3 Corporate and Commercial Services

The Corporate and Commercial Services Division includes the functions of Corporate and Community Relations, Corporate Governance, Human Resources, Business Development, Financial Services, Internal Audit and Information Technology.

5.2.4 Development Services

The Development Services Division includes the functions of Building and Environment, Development and Assessment and Natural Resources.

5.2.5 Technical Services

The Technical Services Division includes the functions of Building Services, Engineering Services, Operations and Major Projects, Depot Airport and Emergency Services, Waste Services and Technical Support, Water and Sewer Strategic, Water Treatment and Works.

6 WORKFORCE ANALYSIS

The following information is based on the workforce data for the calendar period of 2019 unless stated otherwise.

6.1 Workforce Numbers

The organisational structure as at 30 December 2019 comprises 552 employees working with a 443.91 full-time equivalent (FTE) employees across the four divisions. Of which 323 were full-time, 144 were part-time and 85 were casual.

In addition to this Council had 5 apprentices employed through Skillset.

Division	Full-Time	Part-Time	Casuals	TOTAL
Development Services	31	4	3	38
Community Recreation and Cultural Services	96	104	77	277
Corporate and Commercial Services	61	30	2	93
Technical Services	135	6	3	144
TOTAL	323	144	85	552

6.2 Gender Profile

Council is committed to diversity in the workplace to reflect the current and changing diversity of our community. Council has work to do to increase female participation in leadership positions, and provide improved pathways for women and other target groups to senior roles, and this is included in the Action Plan.

		Trainees - Grade 5	Grade 6-12	Grade 13-Senior Staff
Development Services	Female	52%	48%	0%
Development Services	Male	40%	52%	8%
Community, Recreation & Cultural Services	Female	76%	23%	1%
Community, Recreation & Cultural Services	Male	83%	15%	2%
Corporate & Commercial Services	Female	59%	39%	2%
Corporate & Commercial Services	Male	19%	50%	31%
Technical Services	Female	27%	67%	7%
Technical Services	Male	52%	40%	9%
TOTAL	Female	70%	28%	1%
TOTAL	Male	62%	31%	8%

Note: Percentage add up to 100% for each Division by adding the numbers across each line.

6.3 Recruitment and Commencement

154 employees commenced in 2019 as follows:

Division	Permanent	Temporary	Casual	TOTAL
Development Services	9	6	4	19
Community Recreation and Cultural Services	35	11	65	111
Corporate and Commercial Services	1	1	2	4
Technical Services	12	5	3	20
TOTAL	57	23	74	154

The majority of casual recruitment in 2019 was as a result of the operational or seasonal needs of positions for the Aquatic Centre, Children’s Services, and the Theatre/Hospitality areas. 16 employees that commenced in 2019, also left within the same year which demonstrates the casual/seasonal nature of the work.

There has been limited increase in ongoing roles in Council’s organisation structure as detailed below:

· 2016/17 - increase of 3.9 FTE roles.

· 2017/18 - increase of 9.6 FTE roles.

· 2018/19 - increase of 11.68 FTE roles (with the majority converting temporary or casual hours to ongoing).

· 2019/20 - increase of 12.77 FTE roles with 4 positions as a result of bringing services in house and 3.37 FTE trainee positions.

· 2020/21 – proposed increase of 5 positions (Weeds Trainee, Project and Corporate Information Officer, Community Engagement Officer, Apprentice Mechanic and Town Planner).

7 COMPARATIVE DATA

All comparative data is based on the financial year 2018/2019 unless stated otherwise.

7.1 Age Profile

Orange City Council’s workforce age profile is similar to that of the NSW local government,^{^[3]} a feature of which is a low proportion of young employees under the age of 25 compared with the proportion of older workers aged 55 and above.

Age	Orange City Council	NSW Local Government	2018 Orange LGA Population * ^{^[4]}
15-25	4.91%	6.21%	12.4%
26-35	14.23%	16.68%	14%
36-45	20.1%	22.23%	12.4%
46-55	33.32%	28.21%	11.9%
56-65	22.08%	22.96%	11%
Over 65	4.43%	3.73%	16.4%

The above table demonstrates a significant retirement risk and lower percentage of young people within the workforce that is not exclusive to Orange City Council.

7.2 Tenure (length of service)

The average length of service of permanent employees in Council is 11.69 years compared to the NSW Local Government average of 10.23 years.

This information suggests that employees are looking for a career with Council. This provides an opportunity for Council to develop a range of tools to assist employee in planning a career, and developing professionally within Council’s framework of training, education and development.

7.3 Separations

In 2018/19, 109 employees (34 full time, 33 part time and 42 casual employees) ceased employment with Council. Of these full and part time employees, 21 were engaged in temporary positions and therefore expected to cease employment with Council.

Council’s permanent separation rate (excluding casual staff) is 10.74 per cent compared to 11.38 per cent in 2018/19, 13.57 per cent in 2017/18 and 12.18 per cent in 2016.

A recent survey conducted by the Local Government NSW provides an average turnover rate for NSW Councils of 14.16 per cent for the 2017/18 financial year.^{^[5]}

Council utilises temporary contracts to manage seasonal and project based employment as an efficient employment option to ensure that it is employing and utilising staff in the appropriate way.

7.4 Leave

Council proactively monitors and manages employee leave. This includes providing quarterly leave reports to Managers and Directors. As part of the annual workforce planning cycle discussions are held with Managers regarding excess annual and long service leave balances including the need to implement leave plans where necessary.

In the 2018/19 year 14 employees took parental leave. 11 of these employees were female and 3 male.

The number of sick leave hours taken (per FTE) over the past five years is:

· 2014 / 15 – 63.46 hours

· 2015 / 16 – 57.87 hours

· 2016 / 17 – 61.49 hours

· 2017/18 – 57.01 hours

· 2018/19 - 60.16 hours

By way of comparison, the average NSW Council rate for the 2017/18 financial year (11.35 days per FTE or an estimated 79 hours based on 35 hour week^{^[6]}) and the 2018/19 NSW State Government rate is 64.1 hours.^{^[7]}

8 WORKFORCE ANALYSIS

In planning our workforce needs into the future, it is critical to identify and understand factors influencing the external environment, and therefore, impacting on Council’s workforce. Scanning the external environment entails obtaining information on the business environments in which Orange City Council is operating. It is a process of considering what will affect Council’s ability to provide services.

Additional information about Orange’s community profile and lifestyle facts can also be found in Council’s Community Strategic Plan.

8.1 Coronavirus (COVID-19)

A major impact on our workforce and operations is the current coronavirus pandemic. While it is too early to determine its full impact on our workforce the following impacts are already occurring:

· More staff working from home and the need to be more agile

· High level of resources, especially in Management, Information Technology and Human Resources, focused on supporting staff and supervisors on Coronavirus workforce matters to ensure delivery of essential services to the community continue.

· Impact on staff mental health and greater use of the Employee Assistance Program (EAP)

· Social distancing impacts on changes to work activities

· Technology impacts with more people working remotely

· Increase in use of sick leave and special leave

· Impact on revenue where some workplaces have been required to be closed

Medium term impacts may also include reduced staff turnover and more applications for job vacancies with an expected increase in unemployment.

8.2 Local Labour Market

The City of Orange has a broad economic base, comprising manufacturing, mining, health and education, service industries, finance and agriculture industries, and additionally provides services at the Federal, State and Local Government levels.

In the 1966 Census, agriculture was one of the largest employing sector in Orange. 50 years later, it is the smallest employing industry and health, education and government services are now Orange’s largest and fastest growing sectors. Labourers and tradespersons were our largest occupation group in 1966, but now it is knowledge and service workers.

As at 2016 Orange had a total population of 41,384, with 62.3 per cent of this population of working age (25,783 people).^{^[8]} Of these people 17,805 reported that they are employed and 1,204 are unemployed and looking for work. In supporting this Census data, as at June 2019 the unemployment rate was 4.5 per cent per cent^{^[9]}.

A key challenges for Orange City Council moving forward is managing its rapid growth as a City. An increase in employment in public administration roles in government, health and education services has increased competition for skilled staff. Looking forward, the Department of Jobs and Small Business regional employment projections estimates that employment in government, education, health, administration and professional and scientific roles will increase by 6,400 jobs by 2023 across Central NSW. Coupled with increasing retirements due to ageing, the Council will need to be able to compete with other agencies to attract and retain talent.

8.3 Skill Shortages

Orange City Council’s recruitment experience has identified minimal challenges attracting suitably qualified applicants especially in professional roles to date. The roles that required re-advertising in the 2019 year were:

· Horticulture Team Leader,

· Community Development Officer

· OSHC Educator

· Aboriginal Support Programs Worker

· Mechanic

· Project Engineer

As noted above, competition for skilled staff is expected to increase as Orange grows requiring a stronger focus on attraction and retention. There is therefore a need to review the salary structure for some positions in order to be competitive with the open market.

In addition, according to the Local Government Workforce and Future Skills Report New South Wales – September 2018 the top 5 areas of skill shortages are Engineers, Urban and Town Planners, Building Surveyors, Project Managers and Environmental Health Officers.

8.4 Future of Work

Traditional models of business will continue to be disrupted. The speed at which our residents will consume new technology, and their expectations about the way we provide services, will continue to grow.

The OECD estimates that as a result of technological change 13 percent of existing jobs will not exist in 15-20 years, and 32 percent will be significantly changed.

Local Government NSW reports that 40.9 percent of NSW jobs are in the highest risk category for being computerised within 10-15 years (in Council that equates to 176 positions). The largest impacts will be felt by labourers, machine operators, technical and trade workers and administrative officers.

The types of technologies being rolled-out across government, or in the pipeline, include:

· Virtual assistants that can answer most basic inquiries,

· Smart water meters and lighting,

· Autonomous equipment such as lawn mowers

· Cloud computing,

· Virtual libraries,

· GPS tracking of animals.

Council needs to continue to review and implement new forms of technology to improve service delivery and efficiency in response to community expectation.

However, the Council has an obligation to its staff to support them grow their skills for the future as the nature of their work changes. In the context of increased competition for skilled labour Council must ensure that we identify those roles that are likely to be impacted, identify the new capabilities staff will need and develop training and development programs to ensure staff are equipped to thrive in a changing workplace. This includes evaluating new organisational models and team based approaches that allow staff to build experience and knowledge outside their traditional areas of expertise.

8.5 Diversity

The proportion of Indigenous people, people with disabilities, people from non-English speaking, migrant and LGBTQI residents is expected to grow reflecting the changing face of industry and workforce composition.

A high proportion of the City’s population (83.5 per cent) is Australian born; this is higher than the NSW and Australia proportions (65.5 and 66.7 per cent respectively).

The majority of overseas born persons are from England, India, New Zealand, Philippines and South Africa (in order). Approximately 7.4 per cent of the population speak languages other than English at home; this is significantly lower than the NSW and Australia proportions (26.5 and 22.2 per cent respectively).

The Aboriginal community is also represented in the local government area, comprising 6.3 per cent of the population; this is significantly higher than the NSW and Australia rates (2.9 and 2.8 per cent respectively).

However, school participation, completions and employment in the Indigenous community all remain significantly below the rate for non-Indigenous people. There is a risk that Orange is not realising the benefits of full economic participation of all its residents.

New policies to encourage population distribution to regions, increase overseas student numbers and decentralisation of services will all drive increasing diversity. This will require Council to develop inclusion strategies to support a more diverse workforce and community.

8.6 Climate Change

Climate change will have a significant impact on the region and will increase costs for maintenance of infrastructure, and the development of new infrastructure, to ensure liveability and productivity. New emission reduction targets will be introduced, and price increases for energy will have a significant impact on the Council’s budgetary capacity.

The Council will need to be proactive in identifying new skills, technologies and innovations that will help the Council to improve the way we manage our energy, finances and responsibilities.

9 GAP ANALYSIS

9.1 Capacity Gaps

Over the life of this Plan, required employee levels are anticipated to stay relatively stable although as outlined earlier in the report the skills required will change.

9.2 Capability Gaps

In addition to the capacity gaps, a number of capability gaps have been identified including:

9.2.1 Culture and Values

The last Staff Survey found that staff had a strong awareness of the existing corporate values. However, it also identified behaviours such as perceived bullying, focus on improvement and an ‘us and them’ mentality that is inconsistent with those values.

To ensure that Council nurtures and promotes an organisational culture that aligns with Council’s strategy, and reflects best practice in contemporary leadership and management, a number of activities are being implemented including:

· Collaborative review and update of Corporate Values and alignment with the Strategy

· The alignment of Human Resource activities, documents and decision-making processes to the Values.

· Development of an Inclusion Commitment that defines the principles for our approach to staff diversity.

· Reinforce the Council zero tolerance of bullying and harassment.

· Education and reinforcement of the Code of Conduct and Values including using scenario based examples and behavioural examples to clarify the intent.

9.2.2 Attraction and Retention

The attraction and retention of Council’s workforce is vital to the success of the organisation. Without employees, particularly the right employees, Council would not be able to meet its business expectations. It is important to hire suitable employees and retain high performing employees. The cost of separation of employees, particularly employees with short lengths of service comes at a significant cost to Council, particularly considering recruitment, advertisement, on-boarding, induction and training costs (including the investment of employee hours to coordinate these activities). When employees with considerable tenure leave the organisation there is additional risk surrounding the loss of corporate knowledge, the gap left behind and potential expectations on replacement staff. All of this needs to be managed appropriately by the business with the support of Human Resources.

9.2.3 Leadership

Over the last decades, Orange has evolved into a major centre of commerce and services across the region. The management and leadership approaches that worked in a smaller Council organisation are no longer appropriate for a larger, more complex and sophisticated Council. Staff expect to be engaged, they want better communication to understand the big picture, work across multiple fields and have opportunities for structured career advancement. To ensure that Council leaders of the future have the skills required for these responsibilities, Council needs to ensure that the leaders are supported to develop the capabilities and knowledge required for managing a modern workforce and organisation.

9.2.4 Development

Development refers to a number of elements including the development of current staff in current roles, the development of the future required workforce and the development of tools to support the workforce to effectively complete their position requirements. Employee development includes:

· Compliance training

· Corporate Training

· Conferences/Seminars/Workshops/Short Courses

· Qualifications

· On the job development.

· External courses (personal development).

The creation of a learning and development plan each year assists in budgeting, career planning and succession planning. This is undertaken through the annual performance management review process and detailed training needs analysis with Managers.

In 2018/19 Council spent an average $1159 per full time equivalent employee which is comparable to the NSW Council average of $1084.

The Council will also need to develop mentoring programs, particularly for women, Indigenous people and others, to support future leaders to acquire the exposure, knowledge and skills to advance their careers within the Council and better define career paths by introducing intermediate roles that bridge the gaps between management and leadership.

5.2.1 Recognition

Recognition is an important element of successful work practices and places a strong impact on the engagement and satisfaction level of employees. Council is committed to employee recognition. Employees respond positively to appreciation and recognition of not only their good work but the recognition of others good work. It reinforces that good work is valued, not only by immediate management but also publicly. When employees and their work are valued, satisfaction and productivity rise, and all employees are motivated to maintain or improve their good work.

9.2.5 Health and Well Being

Council’s focus over the period of this plan is to review and transition from AS / NZS 4801:2001 to ISO45001 and continue to improve systems and work practices to ensure the safety and wellbeing of workers and visitors.

In the staff survey undertaken in 2018 staff rated the safety questions an average positive response of 82%. A positive score of 93% was recorded for providing effective wellness programs, 83% believe they would be supported if they raised a concern about health and safety and 79% agree that Council has a strong safety culture.

Key WHS initiatives during the life of this strategy include:

· Create a positive culture for incident and near miss reporting.

· Create an action plan for the transition from AS / NZS4801 to ISO45001.

· Reduce illness and prevent disease and injury through health and wellbeing initiatives.

· Implement online WHS processes to improve reporting timeframes, consultation process and ease of access of WHS information.

10 STRATEGY DEVELOPMENT

The process of developing strategies and actions is as a result of the identification of issues, risks and gaps throughout the analysis stage. All of these considerations inform our approach to workforce management and in particular ensuring we have the right number of people with the right capabilities to deliver effective operations and services to our community. In addition to this a review of the actions of the previous strategy are considered if they are required to continue to be included.

In addition to the strategies recommended to address the identified gaps and risks Council have considered the issues recommended by the Office of Local Government^{^[10]};

· An ageing workforce.

· Succession planning.

· How to provide opportunities to create and retain positions for local young people.

· Incentives and other programs that will support the council to be an employer of choice.

· Learning and development.

· Performance management.

· Recruitment strategies to fill skills gaps.

· Workforce diversity.

· Future of Work.

11 STRATEGY IMPLEMENTATION

While many actions identify the Human Resources team as responsible for implementation, all staff have a role to play in ensuring that outcomes are realised.

12 MONITOR, EVALUATE AND REVIEW

The monitoring, evaluation and review process is embedded into the annual workforce planning cycle. In the development of new actions the actions from the previous year are reviewed and re included if relevant. This stage also includes measuring effectiveness, determining success and reporting on key performance indicators.

Workforce Management Strategies are reviewed by the Human Resources Team during the annual budget preparation, and amended to recognise any change in organisational needs and / or resources available to implement the annual actions. The Workforce Management Strategy – Action Plan is reviewed by the Staff Consultative Committee on an annual basis to validate ongoing relevance and progress towards objectives and timeframes.

13 Appendix: Workforce Management Strategy – Action Plan

The below four year implementation plan (linked to the Delivery Operational Plan) supports the ongoing implementation of both new and continuing workforce strategies identified in the Workforce Management Strategy.

13.1 Strategy 1 – Attraction and Retention

Ref	Gap / Risk	Action	2020/21	2021/22	2022/23	2023/24	Responsibility	Employee involvement	Measures
1.1	Lack of trend data on employee satisfaction	Undertake employee satisfaction survey and embed into planning cycle, linking results into the review of the Workforce Management Strategy.		ü			Director Corporate and Commercial Services	Manager Human Resources	Improved data collection and participation
1.2	Negative perception or lack of awareness by staff and supervisors on flexible working arrangements	Promote the use of flexible working arrangements including the use of case studies and staff profiles to increase the understanding of the benefits of workforce flexibility and the options available under the Award and Council Policy.		ü		ü	Senior Human Resource Business Partner	Human Resource Business Partners	Perception and use of flexible working arrangements
1.3	Council is not seen as an employer of choice	Review and promote employee conditions and benefits of Council as an attractive career option.	ü				Senior Human Resources Business Partner	Human Resource Business Partners	Benefits of working at Council developed and visibility of advertised jobs electronically
1.4		Develop and implement strategies and programs to support Council to be an employer of choice and improve the employee value proposition.	ü				Senior Human Resource Business Partner	Human Resource Business Partners	Staff Engagement/Positive Satisfaction ->80% and number of job applications received per position
1.5		Support work experience and community and school careers events.	ü	ü	ü	ü	Senior Human Resource Business Partner	Human Resource Business Partners	Number of work experience placements and attendance at school and community career events.
1.6	Council is not aware of how it compares to other Councils and organisations in terms of remuneration and turnover	Benchmark Council’s Salary System against like councils/industry to measure ongoing competitiveness by participating in the Local Government NSW Remuneration survey. Benchmark retention and employee separation rates by participating in the Local Government NSW HR Metrics Benchmarking.	ü	ü	ü	ü	Manager Human Resources	Human Resource Business Partners	Benchmarking is completed and reported on
1.7	High retirement risk and high employee separation rates	Ensure succession plans are in place for key roles to transfer corporate knowledge and upskill employees to address the retirement and separation risk.	ü	ü	ü	ü	Manager Human Resources	Senior Human Resource Business Partner	Succession plans are developed and implemented
1.8	High retirement risk and high employee separation rates	Review Employee Exit Interview process	ü				Senior Human Resource Business Partner	Human Resource Business Partners
1.9	Workforce not reflective of the local community	Implement recruitment strategies to attract and retain local young people as well as EEO target groups identified in the EEO Management Plan.	ü				Senior Human Resource Business Partner	Human Resource Business Partners	Application and retention of local young people and EEO target groups.
1.10	Skills gaps	Undertake a skills gap analysis to identify the skills needed for the future and implement relevant learning and development programs.		ü		ü	Senior Human Resource Business Partner	Learning and Development Officer	Reduction in skills gaps

13.2 Strategy 2 – Leadership

Ref	Gap / Risk	Action	2020/21	2021/22	2022/23	2023/24	Responsibility	Employee involvement	Measures
2.1	Managers may not have all the essential skills to manage their team.	Development and implementation of corporate management training.	ü	ü	ü	ü	Senior Human Resource Business Partner	Learning and Development Officer WHS Coordinator	Implementation, attendance and participation
2.2		Promote the use of the Managers Helpline as part of the Employee Assistance Program for supporting Supervisors with people challenges including workplace conflict, change management and performance management.	ü	ü	ü	ü	Manager Human Resources	WHS Coordinator	Number of calls to the managers helpline
2.3		Develop Change Management Guideline	ü				Manager Human Resources	Senior Human Resource Business Partner	Guideline developed
2.4	Staff do not fully understand and/or participate in the performance management cycle.	Improve understanding of performance management and the ease of use of the system. Provide more opportunities for staff to have discussions relating to transition to retirement and process to capture corporate knowledge.		ü		ü	Senior Human Resource Business Partner	Learning and Development Officer Human Resource Business Partners	Completion rates of performance reviews and reduced Human Resources intervention with performance management.
2.5	Separation and retirement risk of current leaders leaving a leadership gap	Continue to develop high potential “future leaders” via development programs such as mentoring, Emerging Leaders or similar Programs and soft skill training.	ü	ü	ü	ü	Senior Human Resource Business Partner	Learning and Development Officer	Participation and interest in program
2.6	Managers do not have a broad understanding of Council’s operations or initiatives	Maintain “Managers Forum” quarterly meetings to discuss current issues and initiatives with Managers.	ü	ü	ü	ü	Manager Human Resources Senior HR Business Partner	Managers	Attendance and participation at forums
2.6		Implement Supervisors Forum	ü	ü	ü	ü	Manager Human Resources Senior HR Business Partner	Managers	Attendance and participation at forums
2.7	Employees don’t have an opportunity to engage or provide feedback on matters that affect them	Continually improve the Staff Consultative Committee and Health and Safety Committee to ensure active members, staff engagement and policy consultation.	ü	ü	ü	ü	Consultative Committees Health and Safety Committee	Consultative Committees Health and Safety Committee	Awareness of committees and active involvement
2.8		Deliver actions from the Internal Communications Working Party	ü				Manager Human Resources	Working Party	Plan implemented
		Ensure visibility and accessibility to the Human Resources team so support can be readily accessed by supervisors and employees	ü	ü	ü	ü	Manager Human Resources	Human Resources Team	Employees ability to access the Human Resource services they require
2.9	Ensure meet Council reporting requirements	Report senior staff contractual conditions to Council annually.	ü	ü	ü	ü	Chief Executive Officer	Manager Human Resources	Reports provided on time

13.3 Strategy 3 – Development

Ref	Gap / Risk	Action	2020/21	2021/22	2022/23	2023/24	Responsibility	Employee involvement	Measures
3.1	Employees are not provided with all relevant Council information/processes on commencement	Review and update the corporate induction and on-boarding program for all new employees including core corporate and compliance training to ensure relevance.	ü	ü	ü	ü	Senior Human Resource Business Partner	Learning and Development Officer	All new employees complete required training within 3 months of commencing employment
3.2	Ability to identify the knowledge, skills and abilities that employees need to do their job well	Review the Local Government capability framework, its potential to be utilised at Orange City Council and implement as appropriate.	ü				Senior Human Resource Business Partner	Senior Human Resource Officer	Understanding and utilisation of the frameworks
3.3	Lack of easy to access people data and learning system and solutions	Implementation and development of an integrated Human Resource System including on-boarding and performance reviews.	ü				Manager Human Resources	Senior Human Resource Business Partner /Learning and Development Officer	Access to and use of ELMO for learning, recruitment, performance management and on boarding
3.4		Development and implementation of eLearning solutions to assist with educating staff, including governance related issues.	ü	ü	ü	ü	Senior Human Resource Business Partner	Learning and Development Officer	Number of modules developed and use of eLearning modules by staff
3.5	Apprentices / trainees and their Supervisors are consistently supported	Human Resources and Group Training provider to provide ongoing support to apprentices / trainees and their Supervisors across Council.	ü	ü	ü	ü	Senior Human Resource Business Partner	Learning and Development Officer	Satisfaction level of apprentices / trainees and their Supervisors and completion rates
3.6	Learning and development activities are not planned for	Develop the annual learning and development plan.	ü	ü	ü	ü	Senior Human Resource Business Partner	Learning and Development Officer	Completion of nominated courses within the Plan
3.7	Time spent on administrative tasks that could be reduced with modernisation and automation of Human Resource processes	Improve functionality of Human Resources Information System including in the areas of online time sheets and leave. Review of staffing costing allocation process	ü ü	ü			Senior Payroll Officer Manager Financial Services Manager Human Resources	Payroll Officer	Number of staff transferred to online processes. Completion of review of process.

13.4 Strategy 4 – Recognition

Ref	Gap / Risk	Action	2020/21	2021/22	2022/23	2023/24	Responsibility	Employee involvement	Measures
4.1	Lack of immediate recognition impacts on satisfaction and productivity	Promote the Employee Recognition Policy with a focus on immediate recognition.		ü		ü	Manager Human Resources	Senior Human Resource Business Partner	Regular informal immediate recognition of staff
4.2	Recognition and celebration of staff achievements	Conduct annual staff excellence awards and service recognition.	ü	ü	ü	ü	Senior Human Resource Business Partner	Directors	Number of nominations for excellence awards
4.3	Recognition and celebration of staff achievements	Provide oversight on Council wide employee events including Picnic Day and Christmas event.	ü	ü	ü	ü	Human Resources Team	Relevant Committees	Participation in cross Council celebrations

13.5 Strategy 5 – Work Health and Safety - Health and Well Being

Ref	Gap / Risk	Action	2020/21	2021/22	2022/23	2023/24	Responsibility	Employee involvement	Measures
5.1	Non-compliance with WHS legislation and WHS Standard	Ensure a safe workplace through the implementation of the Work Health and Safety Management System.	ü	ü	ü	ü	WHS Coordinator	WHS Team members	Satisfactory AS4801 accreditation Number of safe work improvement notices Number of WHS audits and inspections Percentage of staff accessing employee assistance program Number of well-being programs conducted Percentage of staff accessing well-being programs Number of staff trained in WHS courses Workers Compensation Claims Frequency Rate
5.2	Non-compliance with WHS legislation and WHS Standard	Develop and implement updated Safety Policies and Procedures	ü	ü	ü	ü	Manager Human Resources	WHS Coordinator	Implemented
5.3	Compliance with change of standard from AS / NZ4801 to ISO45001	Develop action plan for transition. Undertake ISO45001 audit gap analysis. Maintain accreditation to new standard.	ü	ü	ü	ü	WHS Coordinator	WHS Team Supervisors	Satisfactorily complete audit
5.4	Compliance with legislative health surveillance requirements	Deliver health surveillance to workers and contractors as per legislative schedule. Maintain health records of workers and contractors as required under regulations.	ü	ü	ü	ü	WHS Coordinator	Safety Education and Liaison Officer	All staff have undertaken required health surveillance programs
5.4		Develop and deliver annual wellbeing program	ü	ü	ü	ü	WHS Coordinator	Safety Education and Liaison Officer	Program developed following staff consultation
5.5	Compliance with workers compensation legislation	Ensure offers of suitable duties for workers commencing recover at work programs are based on workers skills, experience and operational need.	ü	ü	ü	ü	WHS Coordinator	Safety Education and Liaison Officer WHS Team Supervisors / Managers	Programs meet skills, experience and operational needs
5.5	Compliance with workers compensation legislation	Continue with regular medical and claims reviews	ü	ü	ü	ü	WHS Coordinator	Safety Education and Liaison Officer	Quarterly reviews conducted
5.6	Compliance with WHS legislation Compliance with WHS legislation	Ensure health and safety committee inspections and outstanding actions are completed and implemented. If any actions remain unclosed ensure that actions are progressed to executive management level.	ü	ü	ü	ü	WHS Coordinator	WHS Team Health and safety committee members Managers and supervisors	Reduction in number of days actions are overdue
5.7		Implement action plan to deliver electronic Work Health and Safety Management System including training, monitoring and review.	ü				WHS Coordinator	WHS Coordinator and team	Electronic system in place and being used

13.6 Strategy 6 – Workplace Culture

Ref	Gap / Risk	Action	2020/21	2021/22	2022/23	2023/24	Responsibility	Employee involvement	Measures
6.1	Corporate Values to be meaningful and relate to how we act towards each other and the public and achievement of Strategy	Review and update corporate values.	ü				Manager Human Resources	Human Resources Team, Directors and Managers	Corporate Values updated and implemented
6.2	Employees unknowingly breaching or not adhering to Values and Code of Conduct	Educate and reinforce Council’s Corporate Values and Code of Conduct.	ü		ü		Manager Human Resources	Directors, Managers, Supervisors	Increased understanding of Values and Code of Conduct
6.3		Align Human Resources Policies and Procedures, training activities, performance management and promotions to Council’s Corporate Values.	ü	ü	ü	ü	Manager Human Resources	Senior Human Resource Business Partner	Increased understanding of Values and Code of Conduct
6.4		Promote process for the early resolution of complaints or concerns in the workplace including Grievance Policy		ü		ü	Manager Human Resources	Senior Human Resource Business Partner	Staff Engagement/Positive Satisfaction ->80%
6.5	The workforce is not reflective of the local community’s diversity.	Develop an Inclusion Commitment and complete the action plan outlined in the Equal Employment Opportunity (EEO) Management Plan including increasing community awareness of the diversity of jobs within Council and promoting the benefits of a diverse workforce.	ü			ü	Senior Human Resource Business Partner	Human Resource Business Partners	Action plan completed
6.6		Develop and implement programs to improve gender equality with a focus on increasing women in senior leadership roles.	ü		ü		Manager Human Resources	Senior Human Resource Business Partner	Increase in women in senior leadership roles.
6.7	Employees feeling that they are being bullied / harassed	Develop programs and initiatives with a focus on zero tolerance to bullying and harassment and equal treatment of employees including face to face, eLearning sessions and implementation of contact officers.		ü		ü	Manager Human Resources	Learning and Development Officer, Managers Forum	Reduction in bullying / harassment

[2] LOCAL GOVERNMENT ACT 1993 – SECTION 335 Functions of a General Manager

[3] 2019 NSW Local Government HR Metris Benchmarking Generic Summary Report which has been prepared by Local Government Management Solutions (LGMS) and based on information received from councils that contributed to the LGNSW HR Metrics 2018-2019 Benchmarking Survey.

[5] 2018 NSW Local Government HR Metris Benchmarking Generic Summary Report January 2019

[6] 2018 NSW Local Government HR Metris Benchmarking Generic Summary Report January 2019

[7] NSW Government Workforce Profile Report 2019

[8] http: / / www.abs.gov.au 2024.0 - Census of Population and Housing: Australia Revealed

[9] https: / / docs.employment.gov.au / documents / lga-data-tables-small-area-labour-markets-june-quarter-2019