City of Stirling Corporate Business Plan

Resource plans

Workforce Plan The City of Stirling’s workforce is one of its most valuable resources. The Corporate Business Plan describes the current and future workforce to deliver the planned services over the next four years. The City aims to meet the challenges of the next four years by creating a successful model for large and efficient multifunctional local government, which includes the effective strategic management of the City’s workforce. The City’s Workforce Plan 2018 – 2022 outlines how the City of Stirling will further develop its workforce capability to deliver the Corporate Business Plan and progress the long-term priorities of the community set out in the Strategic Community Plan. The City has assessed the challenges and has developed strategies to build the capability of the workforce to continue to deliver high-quality services and meet the community’s needs now and into the future. These strategies are detailed in the table below.

Focus areas

Initiatives/actions

Conduct informing studies and implement There were four areas identified that require more research and understanding from a City-wide point of view. These studies are required as the first step in anticipating the changes to the workforce, and will uncover the additional skills, resources and procedures required to meet the change. Customer-service focus Based on monthly poll performance, the City has been marginally improving in the area of customer services over the past six months. This improvement needs to be fortified and embedded in the organisation. External communications Several scenarios require an active external communications strategy to address the upcoming changes. Recruitment and retention To ensure a steady pipeline of talent, the City must improve recruitment strategies, and improve retention where necessary.

• Development of the following studies: • Technology study • Ageing Workforce Study • Skills Study • Service Review and Service Plan.

• Based on population forecasts, examine resource allocation and re-align/ increase to meet demand if necessary • Ensure the City’s workforce changes over time to represent the diverse community it serves.

• Establish a lobbying contact to identify and influence decisions at council, state and federal levels.

• Actively manage recruitment drives across the organisation • Identify potential areas for traineeships/secondments/cadetships • Work with tertiary institutions to align courses with the specific needs of local governments • Educate and up-skill managers on the process and requirements for flexible work arrangements • Align with initiatives as they are developed by state and federal government bodies in relation to recruitment and retention. • Improve data capture and accessibility across key platforms in the organisation • Up-skill managers to make cost-driven, accountable decisions • Educate managers on the procedures required for out-sourcing vs in-housing and up-skill in the areas of contractor negotiations and management • Ensure on-boarding procedures for external resources are standardised and adhered to • Implementation of Culture and Leadership program, including a re-measure.

Leadership and decision making The City needs to give its leaders the tools to make the best decisions for the benefit of the City.

The overall progress of these strategies is monitored throughout the year and reported in the City’s Annual Report.

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