City of Stirling Corporate Business Plan

Informing strategies and plans: Workforce Plan

Informing strategies and plans: Long-Term Financial 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 2021 – 2025 and the Strategic Community Plan 2018 – 2028. 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.

The City of Stirling’s Long-Term Financial Plan (2019/20 – 2028/29) is an integral component of the Integrated Planning and Reporting Framework. It provides the financial link between the Annual Report, Strategic Community Plan, Corporate Business Plan, Workforce Plan and Asset Management Plans to ensure the City can deliver its strategic objectives over the next 10 years. The cumulative vision of these plans is that the City of Stirling will be a place where people choose to live, work, visit and invest as a ‘City of Choice’.

To date, the City has maintained sustainable financial performance, targeting a balanced budget as a minimum standard to fund operational and project requirements. The Long- Term Financial Plan ensures this performance can be maintained over the next 10 years, with a balanced budget and modest rate increases underpinning the forecast estimates. A key assumption in the development of this plan is the continuation of current service offerings over the forecast period. It is expected there will be minimal changes to the City’s service offering, and that demand for services will grow in line with the

assumed inflation factors underpinning the forecast. The goal of the Long-Term Financial Plan is to optimise and balance the City’s service delivery, service amenity and financial sustainability to provide the best outcomes for the community. The Annual Budget and the proposed impact on rates are detailed in the City of Stirling 2021/22 Budget statement on page 59. The City’s Long-Term Financial Plan has been reviewed in conjunction with the annual Corporate Business Plan review during the 2020/21 financial year.

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 service over the past 6 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: y Technology study y Ageing workforce study y Skills study y Service reviews and service plans

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

2022/23 forecast expenditure $million

2023/24 forecast expenditure $million

2024/25 forecast expenditure $million

2021/22 budget $million

Four-year strategic capital projects

Rights of Way program

2.8* 1.4*

4.6

4.6

4.6

Inglewood Oval and Hamer Park Redevelopment

– –

– –

– –

y Establish a lobbying contact to identify and influence decisions at Council, state and federal levels

Hamersley Golf Course Redevelopment

1.5

Recycling Centre Balcatta Redevelopment

–

10.0

7.0

3.0

Robinson Reserve Master Plan Implementation Redevelopment of the Stirling Leisure Centres – Terry Tyzack Aquatic Centre – Inglewood

1.3 3.5

0.2 3.0

–

– –

y Actively manage recruitment drives across the organisation y Identify potential areas for t raineeships/secondments/cadetships y Work with tertiary institutions to align courses with the specific needs of local governments y Educate and up-skill managers on the process and requirements for flexible work arrangements y Align with initiatives as they are developed by state and federal government bodies in relation to recruitment and retention y Improve data capture and accessibility across key platforms in the organisation

1.5

* Net of capital income

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

y Up-skill managers to make cost-driven, accountable decisions y Educate managers on the procedures required for out-sourcing versus in-housing and up-skill in the areas of contractor negotiations and management y Ensure on-boarding procedures for external resources are standardised and adhered to y Implement culture and leadership program The overall progress of these strategies is monitored throughout the year and reported in the City’s Annual Report.

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