strategya human resources strategic - Fairfield City Council - NSW ...

STRATEGYA HUMAN RESOURCES STRATEGIC
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Contents
Introduction ....................................................................................................... 3
Part 1: Summary of Workforce Profile and Emerging Issues ....................... 7
Summary of Workforce Profile and Issues .................................................... 7
- Overview of Fairfield City Council’s Workforce .................................. 7
- Ageing Workforce .............................................................................. 8
- Generation Changeover .................................................................... 10
- Diversity ............................................................................................. 12
- Business Environment Changes ....................................................... 16
- Skills Shortage................................................................................... 18
- Education and Knowledge Management ........................................... 20
Summary of Emerging Issues ....................................................................... 21
- Local Government’s role in the future ................................................ 21
- Technologies impact on how the office/workplace operates ............. 22
- Changing nature of service delivery .................................................. 23
- Impacts on employee wellbeing ........................................................ 24
Part 2: Gap Analysis and Actions .................................................................... 25
- Progress Report ................................................................................ 25
- Current Key Initiatives ....................................................................... 25
- Gap Analysis and Actions .................................................................. 28
References ......................................................................................................... 30
Attachment A: Comparison of Diversity Graph ................................................. 32
Attachment B: Progress Report ........................................................................ 33
Attachment C: Action Plan ................................................................................ 39
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Introduction
Fairfield City Council’s Workforce Management Strategy, known as “Our People, Our
Future: A Human Resources Strategic Plan” is one of several important plans that
make up the Integrated Planning and Reporting framework in force in NSW Local
Government.
The Integrated Planning and Reporting framework aims to ensure a more sustainable
Local Government sector. All NSW Councils are now required to develop a 10 year
Community Strategic Plan along with a Delivery Program and Operational Plan.
These documents are informed by a Resourcing Strategy that is made up of a Long
Term Financial Plan, Asset Management Plan and Workforce Management Plan
(see diagram below).
An effective Workforce Management Plan ensures that we have “the right people in
the right places with the right skills doing the right jobs at the right time” (Division of
Local Government www.dlg.nsw.gov.au). Our People, Our Future: A Human
Resources Strategic Plan sets out Fairfield City Council’s long term workforce needs
to allow it to implement the activities (services and projects) to achieve many of the
priorities identified in the Community Strategic Plan and Delivery Program. Overall,
our city remains relatively stable and future priorities identified for the City do not call
for significant changes to our future workforce make-up. However, there are other
significant issues that will affect our workforce and these are addressed in this plan.
The vision for this Plan is for Fairfield City Council to achieve a well earned
reputation amongst staff, the labour market and the sector as:
“A great place to work – a great community to serve”
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This Human Resources Strategic Plan, which has been in place since 2007, is a
‘living’ action plan within Fairfield City Council’s strategic planning framework. The
Human Resources Strategic Plan’s action plan (Attachment C) is structured around
six key strategies (below). Actions arising out of the Human Resources Strategic
Plan are grouped within the related strategy, which together, will ensure we become
a great place to work.
Following are the six key strategies and the objectives of each strategy.
1. Developing a constructive organisation culture and unique employer brand
The intention of this strategy is to ensure an organisation culture and identity
which enables and motivates staff to contribute effectively as well as enjoy their
work life. This is the overall context for all we wish to achieve as an organisation.
This strategy has the following specific objectives:
• Provide all staff with training and support to enable them to build
positive and achievement focused interpersonal and leadership styles.
• Embed organisational cultural expectations and corporate values into
our human resources framework and practices.
• Create opportunities to encourage and celebrate living our
organisational culture and values.
• Use Fairfield City Council’s commitment to sustainability, cultural
diversity and staff engagement to create a distinctive and positive
reputation that generates pride and interest in Fairfield City Council as
an employer.
2. Growing and rewarding our own talent
If we are to ensure the ready availability of needed skills and competencies we
must continue to focus on developing our people and providing flexible and
lifestyle-relevant rewards and benefits. While we will need to attract people to join
our workforce, we also need initiatives to retain our skilled staff. The specific
objectives for this strategy are:
• To know, and support the development of, the necessary skills and
competencies which are required now and in the future to meet the
needs of our community
• To challenge and enable managers at all levels to continue to develop
their leadership and people management knowledge and practice
• To provide learning and development opportunities that contribute to
building the organisation and the achievement of its business as well
as the professional and/or career aspirations of staff
• To develop and apply flexible reward and benefit practices that attract
and retain skilled staff and encourages good performance.
3. Fostering workforce flexibility, innovation and diversity
It is clear that we cannot remain static when it comes to work practices or ignore
opportunities for improvement. Furthermore we need to build on and celebrate
diversity within the organisation as well as the City. Consequently encouraging
flexibility, innovation and diversity needs to become a defining characteristic of
the way we work. In particular, we should aim to achieve the following objectives:
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• Fairfield City Council’s workforce is broadly representative of, and
sensitive to, the ethnic and cultural mix in our community
• Provide an encouraging and enabling environment for staff to think
and work creatively in relation to current and future community needs
and services and improved organisational productivity
• Challenge us to trial and further utilise flexible work practices that
increase motivation, maintain or enhance productivity and assist in
achieving a work/life balance
• Improve organisational capability and performance by flexibly utilising
our workforce strengths such as generational differences, ethnic
diversity and professional commitment.
4. Ensuring our health, safety and wellbeing
Fairfield City Council aims to be an organisation where employees and
management effectively work together to ensure the safety and well being of
people who work for and visit our premises. In particular we want a working
environment that is safe from hazards and risks and will pursue the following
objectives:
• Reduce the impact of occupational injury, illness and disease
• Improve Fairfield City Council’s capability to systematically manage
OHS
• Improve the quality of OHS information available to decision makers at
all levels
• Improve the capacity of leaders and staff to identify and manage
hazards effectively
• Improve the identification, elimination and management of hazards at
the design and planning phase
• Strengthen the capacity of Fairfield City Council to influence the OHS
performance of contractors.
5. Maximising our capacity through equitable, effective industrial and
employee relations policies and practices
Our overall industrial and employee relations policies, procedures and systems
constitute an HR framework which must actively support the achievement of our
business objectives as well as fair and equitable people practices. Specifically
this strategy aims to deliver:
• Effective HR systems that provide accurate and relevant data to
facilitate strategic and operational decision-making by managers,
supervisors and team leaders
• Consistent, equitable and transparent processes underpinning our
salary structures, job evaluation processes, individual performance
assessment regimes and HR policies
• HR Policies and procedures that are implemented in a way that
ensures knowledge and understanding of application and efficiency of
operation
• A commitment to build and maintain a productive relationship with the
unions which provides for their input into the development of good HR
and IR policy and practice
• An HR/IR framework that builds a sense of partnership with the
workforce in which individuals take responsibility, with active support
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from the organisation, for their own skill development, productivity and
well-being
• Continuous improvement in all aspects of recruitment and selection.
6. Cultivating workforce engagement
Achievement and a positive work environment are partly a result of having a
workforce that is informed and has opportunities to express its views and
participate in activities that improve the organisation and make the workplace
more enjoyable and productive. This strategy aims to cultivate engagement and
achieve these outcomes.
Fairfield City Council’s approach to creating and maintaining an engaged
workforce is characterised by the following objectives:
• Apply open and effective consultative processes in all parts of the
organisation to ensure staff can actively and positively participate in
shaping their work environment and the organisation
• To provide opportunities for staff to contribute to the social,
environmental and economic sustainability of Council and the wider
Community
• To provide formal and informal opportunities for employees to actively
involve themselves in workplace innovation and participative problem
solving
• To establish regular and open communication channels to ensure
employees are appropriately informed of the organisations objectives,
strategies and performance
• To create opportunities to celebrate and recognise the individual and
team achievements and contributions to organisational successes.
The Human Resources Strategic Plan is divided into two parts: Summary of
Workforce Profile and Emerging Issues and Gap Analysis and Actions:
Part 1: Summary of Workforce Profile and Emerging Issues
Examines a range of significant issues that:
1. Currently impact Fairfield City Council’s current workforce, and
2. Will impact Fairfield City Council’s workforce in the future.
Issues have been identified through an analysis of internal, external, current
and future workforce data as well as researching the external environment.
Part 2: Gap Analysis and Actions
Since the introduction of this plan in 2007, many significant achievements
have been made, and these are detailed in a progress report.
This section then summarises those key initiatives already in place to address
current and emerging workforce issues (and are included on the Action Plan).
An analysis of those gaps that have not yet been addressed, or have not
been addressed adequately, is undertaken. This gives insight into areas of
emerging issues that still require further action. These have been scheduled
as future projects on the Action Plan; a plan that has been ongoing since
2007.
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PART 1:
Summary of Workforce Profile and Emerging Issues
The Human Resources Strategic Plan begins with an examination of a range of
significant issues that will impact on Fairfield City Council’s current and future
workforce. These issues have been identified through an analysis of internal,
external, current and future workforce data as well as researching the external
environment. Although presented separately, these issues overlap in many ways
and need to be considered holistically.
Summary of Workforce Profile and Issues
Overview of Fairfield City Council’s Workforce
As at June 2010 Fairfield City Council had a head count of 1018 made up of 757
permanent staff (including full-time and part-time), 217 casual staff and 44 temporary
staff. Employees were broken up into the following departments and divisions:
Department Division Number of
employees
City Manager’s Office
2
Office of the Mayor & City Manager 2
Total = 10 Communications 4
Enterprise Performance 2
City Outcomes
4
Place Management 9
Total = 41 Policy & Community Development 23
Administration Project Support 5
Environmental Standards
1
Building Control 11
Total = 101 Development Planning 15
Administration Support 22
Environmental Investigations 20
Environment & Health 22
Strategic Land Use Planning 10
City Services
2
Waste Services 63
Total = 753 Leisure Centres & Showground 241
City Assets & Property 21
Libraries & Museum 62
Engineering Services 37
City Works 154
Children & Family Services 154
Business Improvement Unit 19
Corporate Support
2
Finance 35
Total = 113 Human Resources 20
Information Technology 23
Governance & Customer Service 33
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When all positions at Fairfield City Council are grouped according to the ABS
occupation category definitions (2006), it can be seen (in a summary version) the
number of occupations employed across Council:
Professionals 333
Community & Personal Service Workers 300
Clerical & Administrative Workers 96
Machine Operators & Drivers 80
Technicians & Trade Workers 66
Labourers 55
Managers 50
Sales 38
Fairfield City Council’s workforce is involved in two significant and ongoing
commitments. These are, our commitment to Occupational Health and Safety (OHS)
and our commitment to a constructive organisation culture.
In 1995 Fairfield City Council made the decision to become a self-insured
organisation for Workers Compensation purposes. As a self insured organisation for
Workers Compensation, Council underwrites is own risk which can, in the mid to long
term, reduce insurance costs provided high standards of workplace health, safety
and wellbeing are achieved. Fairfield City Council has remained a self-insured
organisation since that time, meeting the necessary high standards set by the
regulator, the NSW WorkCover Authority. Above and beyond our self insurance
status, council remains committed to continuously improving its safety performance
to ensure staff, contractors and visitors remain healthy and safe while visiting or
working at FCC work places.
Fairfield City Council has also made a long term commitment to building a strong and
achievement focused organisation culture. This journey began in 1998, with the
implementation of the Human Synergistics framework, a well established model for
building and measuring organisational cultural development. Over time this program
has transformed our culture, which was recognised in 2008 with a major industry
award, the Human Synergistics Cultural Transformation Award.
In 2009 Council developed its own culture model based on agreed values, known as
UMGAWI. UMGAWI is Council’s (all employees) commitment to being upfront,
motivated, growing, achieving, winning and important. Fairfield City Council has
strived to improve its culture through education as well as regular measurement of its
organisation culture, using the results to inform on-going actions. The UMGAWI
organisation culture model also underpins our leadership program (see section below
Culture and Leadership Program).
Ageing Workforce
Australia’s workforce make-up is changing. With falling fertility rates and a large
percent of the workforce approaching retirement, the ‘ageing workforce’ is a current
reality. And with longer life expectancies, people are staying in the workforce longer.
The age profile at Fairfield City Council (as at June 2010) shows an average age of
41 years. There are 128 employees who have reached 56 years of age or over and
there are an additional 276 employees that are between the ages of 46 – 55. These
two groups combined represent approximately 40% of our current workforce. Within
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the business units, the highest average ages are in Waste Services (49.2 years) and
Works & Parks (48.8 years).
Looking at continuance of service, a recent survey of our employees strongly
suggests that many wish to continue working as long as they can and 69% would
only be influenced to retire due to health problems. Another 50% would retire when
they are financially ready. This is supported by statistics that show Fairfield City
Council’s average length of service is increasing (see graph).
Average Length of Service
10
Years of Service
8
6
4
2
0
2002 2006 2010
Year
Within the business units, the highest average length of service is in Works and
Parks (17 years) and Waste Services (13.3 years).
Fairfield City Council’s turnover rate is low at 7% for 2009/10 (and with only 1% being
retirements while 6% were resignations). Traditionally Council’s turnover rate in the
past has been high (see graph).
Turnover
Percent of Workforce
20.00%
15.00%
10.00%
5.00%
0.00%
2001/2002 2005/2006 2009/2010
Financial Year
It is difficult to speculate the reason for our current low turnover rate, but may likely
be influenced by various factors, including the uncertain times of the recent global
financial crisis, an older workforce wishing to continue working as long as they are
able and improved workforce strategies and initiatives.
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Fairfield City Council managers and supervisors are overwhelmingly positive of the
value of older workers; their experience, work ethic, commitment and achievements.
There is, however, a perception from managers and supervisors that older workers
have problems with technology (55% agreed with this), and on a smaller scale there
is a mixed perception regarding older workers resisting change (35% agreed and
35% disagreed). Recent literature regards these perceptions as only myths and are
of minority concern when compared with what older workers have to offer (Critchley,
2006; Chun, 2010).
But overall, Fairfield City Council managers and supervisors believe in the highly
positive value of older workers, which is in line with other government & not-for-profit
organisations (Chun, 2010). This is an enlightened view when compared to
corporate perceptions. Robert Critchley (2006) writes “There are many ingrained
prejudices associated with employing older workers. These barriers need to be
overcome – whether they are real or perhaps perceived. Diversity of skills and
experience in a workforce can provide competitive advantages. Organisations need
to free themselves of such biases in order to obtain and retain best talent from the
available pool of potential workers".
Fairfield City Council is currently reviewing how we can better support and meet the
needs of our older workforce (to encourage continuance of employment) and our
employees are very receptive to new suggestions. These include:
• more flexible hours (71% were in agreement)
• part time and job share opportunities (42% were in agreement)
• retraining in a different position (33% were in agreement)
As well, many employees indicated interest in opportunities such as working from
home, and purchasing and/or selling leave.
In summary, a large group of our employees are entering the retirement period.
These employees will continue on working and will retire gradually over a longer
space of time (over the next two decades). These employees are seeking greater
flexibility and re-training opportunities.
What, then, does this mean for Fairfield City Council?
1. Implementing strategies that support our older workforce and meet their
needs.
2. Utilising the opportunity of a large and long-term older workforce to address
future skill shortage areas (see also Skills Shortage).
3. As a priority, considering the needs of Waste Services and Works & Parks
due to their highest average age and highest average length of service
statistics. As well as planning for flexibility and re-training opportunities, it
would be prudent to ensure there is a focus on caring for their OH&S needs
as these areas involve primarily physical work.
4. See also Generation Changeover for knowledge retention strategies
Generation Changeover
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The Australian workforce is currently made up of four different generations: Builders,
Baby Boomers, Generation X and Generation Y. Over the next 10 – 20 years the
workforce will become dominated by Generation X, Y and Z and by 2020, Generation
Y will comprise 42% of the workforce (McCrindle, 2008).
Employees of these generations have different expectations of employers and their
employment. In general terms the Baby Boomers are looking for stability and a
movement towards flexible work options and possibly part-time work. The Generation
X's are generally at the age where they have a family which means they want to have
opportunities, security of employment and flexible work arrangements centred on
balancing their work and family commitments. The Generation Y’s want to be given
dynamic roles, where they progress and are developed quickly and are involved in
lifelong learning. They are very comfortable with technology and are looking for
technological advances to undertake their work and other activities in their life. This
generation will not stay with an employer long, particularly if these opportunities are
not being offered. As a result, by 2020 McCrindle (2008) predicts that annual
turnover of Australian organisations will be approximately 20%.
The chart below gives details of Fairfield City Council’s profile by generation:
Age Profile by Generation in 2010
Builders (65 - 85 yrs)
Baby Boomers (46 - 64 yrs)
Generation X (31 - 45 yrs)
Generation Y (16 - 30 yrs)
Although we have an ageing workforce, the average age within the specific business
units vary widely, with the lowest average age at the Leisure Centres (28.9 years)
and the highest average age, as discussed, in Waste Services (49.2 years) and
Works & Parks (48.8 years).
It is interesting to note that our youngest employee, at 16 years, falls into the last of
the Generation Y group. Generation Z (15 years old and younger) will shortly move
into the workforce, and we can expect to see them as early as next year, most likely
to be working in Fairfield City Council’s Leisure Centres. This means we will be
operating with 5 different generations.
This is significant and highlights that Council must be proactive in how we manage
those looking to retire, those looking to begin their careers, and everything in
between. What then, does this mean for Fairfield City Council?
1. If we wish to retain some of the knowledge and skills held by our ageing
workforce, or utilise their experience in a coaching/mentoring role, we will
need to offer flexible employment arrangements as our research suggests
that many mature workers will not necessarily want to work full time.
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2. We will need to embrace an individual approach to our employees and our
various businesses. We cannot apply a one-size fits all approach if we are to
i) meet individual business needs, and ii) be an attractive employer to all
generations.
3. Embracing succession planning and ensuring we have continuity of expertise,
especially in critical areas.
4. Continuing promotion and encouragement of scholarships, traineeships,
graduate programs and career planning to allow younger generations to
develop and grow within the organisation.
5. With the highest average age and length of service, the Works & Parks and
Waste Services branches will experience the biggest number of retirements in
the near future. These branches are already undergoing review, but will need
to also consider and plan for flexible work practices, knowledge retention
(coaching and mentoring) and future recruitment opportunities.
6. And with the lowest average age and length of service, the Leisure Centre is
experiencing a different set of challenges. We must consider how we recruit,
train and manage a continuously transient workforce that appeals to
Generation Y (within a predominantly Generation X / Baby Boomer
organisation).
Diversity
Fairfield is, indeed, a multicultural local government area, living up to its motto
“Celebrating Diversity”.
According to Australian Bureau of Statistics data (2006), the Fairfield LGA has the
highest proportion of residents born overseas in all of the Sydney area (51.5%). As
well, 67.2% of the population speak a language other than English at home. The
most common languages spoken at home are Vietnamese, Arabic, Assyrian,
Cantonese and Spanish. The indigenous population is 0.6%.
Our LGA also faces some challenges. According to ABS data (2006) these include a
higher than usual unemployment rate of 10.5% and a high proportion of unqualified
residents (60.8%). Compared to Sydney, we have a much higher proportion of
residents working as Labourers, Machine Operators, Drivers, Technicians and
Trades and a much lower proportion of residents working as Professionals and
Managers. Just over 60% of people who work within the Fairfield LGA actually live
outside the LGA.
Fairfield City Council employees have observed that our customer base is changing,
most particularly residents are becoming older and representation of nationalities is
changing due to evolving migration patterns. More inquiries to Council are focusing
on age related services, followed by multicultural services. It is foreseen that
Fairfield City Council’s relative level of disadvantage will continue (Fairfield City
Council currently has the lowest SEIFA index, which is a measure of disadvantage, in
the Sydney region).
The Fairfield City Council workforce is ethnically diverse with 45.6% of employees
born overseas and 33.3% speaking a language other than English at home. This
diversity is similar to the population diversity of the local government area (see graph
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elow). Less than 0.2% of the Fairfield City Council workforce is Aboriginal or Torres
Straight Islander background. See chart below.
Cultural & Ethnic Diversity
80.00%
Percent of Staff or Residents
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
Fairfield City Council Staff
FCC LGA Residents
0.00%
Speak a
Language other
than English at
Home
Born overseas
Aboriginal/Torres
Straight Islander
A small survey of Fairfield City Council employees (114 respondents from across the
organisation) was conducted in 2009 for the purpose of gauging multiculturalism
within the organisation.
A review of the responses revealed that 88% of respondents felt the organisation
fosters a positive environment for multiculturalism, and 35% of those in agreement
were born overseas. The number of those who disagreed was small (4%), however
a review of the respondent comments reveals two issues:
• A number of respondents suggested that Council organise multicultural
events for employees such as promoting different cultures and sharing
different cultural foods.
• A number of respondents perceived that there wasn’t enough multicultural
representation amongst the management level of the organisation.
A comparison of diversity data between ‘all employees’ and ‘managers and
supervisors’ is presented in a graph in Attachment A. This graph shows that the
comparative multicultural difference between management and all employees is only
moderate. When we then compare these statistics to our Fairfield residents (see the
previous page), the differences become larger. It’s a gap that is worthy of
consideration.
The Diversity Council Australia suggests that it makes good business sense that a
workforce make-up looks like its market and community (Boyd, 2010). Greater
workforce diversity will only increase Fairfield City Council’s ability to plan and deliver
innovative solutions for our diverse community. Particularly considering that a) some
of our main customer inquiries are about multicultural services, and b) our
community’s representation of nationalities is continuously changing. It is important
that managers know how to work with and benefit from a culturally diverse workforce
and any Cultural Awareness training needs to target the right managers; those who
are not culturally aware will not volunteer to attend (Boyd, 2010).
Fairfield City Council have recently implemented a Local Employment Policy; the first
of its kind in the NSW metropolitan area. The purpose of the Local Employment
Policy is twofold:
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• The policy extends our commitment to increasing educational, skilling and
employment opportunities for the Fairfield community
• The policy encourages innovative practice that defines the way we work.
The policy is expected to positively impact not only the community, in terms of
employment, skills and qualifications, but also our workforce, in terms of ensuring
that our workforce make-up continues to match the diversity of our community.
In terms of overall gender balance, the number of female to male employees is
similar with 569 females to 449 males (June 2010). Looking at the graph in
Attachment A, the comparative gender difference between all employees and
management is also very small. As well, Fairfield City Council’s Executive
Management Team comprises 3 females and 2 males. This is very positive for
building a diversified workforce.
From the graph below it can be seen that the percent of females in the workforce is
slightly increasing.
Gender
60.00%
Percent of Workforce
55.00%
50.00%
45.00%
Females
Males
40.00%
2002 2006 2010
Year
Although there are a higher number of female employees within Fairfield City
Council, there is a significant difference between the years of service for male and
female employees. As well, females make up the majority of Casual and Part-time
employees. See graphs below.
Years of Service by Gender
Employment Status by Gender
Number of Employees
300
250
200
150
100
50
0
0 - 5 6 - 10 11 - 15 16 - 20 21 - 30 31 - 40 41 - 50
Male
Female
Total Number of Staff
400
350
300
250
200
150
100
50
0
Full time Part time Casual Temp FT Temp PT
Male
Female
Years of Service
Employment Status
Its difficult to speculate what influences these trends but may indicate that Fairfield
City Council’s work practices (for example, paid maternity leave, flexibility, distance
from home, and actual availability of part time & casual work) are an influencing
factor for female employees to continue to stay in employment at Fairfield City
Council.
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There has been a renewed focus in Australia on establishing equal pay and
opportunities for women in the workplace; an issue that has been pressed for
decades without the desired result. The Equal Pay Alliance
(www.equalpayday.com.au), set up in 2010 with over 150 organisations, aims to
achieve:
• regulated flexible work arrangements for men and women
• quality, accessible and affordable childcare
• improved EEO workplace practices
• meaningful reporting and independent evaluations (including a greater role
from government organisations)
• proper valuation and funding of traditionally female dominated roles.
This may impact Council particularly in the area of providing more stringent reporting,
and proper valuation of traditionally female dominated roles (for example, in our
Children & Family Services division).
In summary, Fairfield City Council’s workforce is uniquely diverse. This is
encouraging for our purpose, which is serving the Fairfield community; a diverse
community with many opportunities to take advantage of and challenges to
overcome. As a result we must ensure that we positively manage our diverse
workforce (as opposed to just ‘avoiding discrimination’) in order to plan and deliver
the most innovative solutions for the community. What, then, does this mean for
Fairfield City Council?
1. Active and ongoing diversity planning and action needs to continue with the
Diversity & EEO Focus Group.
2. Continue to offer and invest in Multicultural Intelligence training for all
employees.
3. Consideration of a specific and mandatory Multicultural Intelligence training
for all managers and supervisors.
4. Continuing promotion and monitoring of the newly implemented Local
Employment Policy.
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Business Environment Changes
There are a number of business changes and challenges that will impact on Fairfield
City Council in the future (if not already). A summary is provided.
Increased accountability, transparency & efficiency The NSW
Government is strengthening its expectations in relation to the accountability,
transparency and efficiency of Local Government. Examples include the
introduction of the Government Information (Public Access) Act 2009 which
significantly expands the community’s right of access to information; the Local
Government Amendment (Planning & Reporting) Act 2009 which has
introduced extended disclosure obligations for Councillors and others; increases
in rates to be determined by the NSW Independent Pricing and Regulatory
Tribunal (IPART) and incorporating an efficiency dividend for the sector and a
growing emphasis on internal audit.
Increased expectation to drive economic & social development
There is an
increasing expectation and responsibility that Council will drive economic and
social development while continuing to deliver traditional services. Fairfield City
Council is well placed to meet this expectation and has done so for many years.
The Bonnyrigg Living Communities Project; a partnership between Housing
NSW, Fairfield City Council and Bonnyrigg Partnerships (now Newleaf
Communities); is a great example.
Increased business efficiency
In an environment of increasing and
unsustainable business costs, the NSW Government is expecting councils to
implement resource sharing alliances to build capacity and realise business
efficiencies. While examining possible new resource sharing opportunities,
Fairfield City Council has begun to tackle the efficiency challenge by actively
pursuing cost-saving and revenue-generating strategies as well as focusing on
reducing leave liabilities and recruitment costs. Examining other ways of
delivering services more efficiently such as out-sourcing also need to be
considered.
Increased flexibility in service delivery Our Managers & Supervisors have
identified the need for more flexible working hours to be able to sustainably
deliver services to the community when they most need them without high
salary costs being incurred. At the same time we need to acknowledge that we
are in a labour intensive industry so must remain competitive if we are to attract
and retain quality staff. This tension can be partly resolved by fully exploiting
cost neutral but more flexible remuneration strategies.
Increased technology Fairfield City Council is moving ahead with a major
renewal of, and investment in, its corporate IT systems and use of technology
such as mobile computing. Recent developments include the implementation of
electronic document management. The roll out of new and improved technology
across Council will continue for the foreseeable future, and possibly at a faster
rate than ever, as community demand for better & faster services increases.
Technology will also change the way our customers wish services to be
delivered.
Superannuation increases It is anticipated that there will be increases in the
compulsory superannuation levy (beginning in 2013, the levy will increase
gradually to 12% by 2019).
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Award increases
The new Local Government (State) Award 2010 has
implemented the following future award increases:
• 2.6% from 1 November 2010
• 2.15% from 1 July 2011
• 3.25% from 1 July 2012
• 3.25% from 1 July 2013
New early childhood National Quality Standards The introduction of a new
National Quality Standards for early childhood education and care will have an
impact on our Children & Family Services branch. These changes are being
implemented in stages with formal implementation commencing on 1 January
2012. The implementation of improved employee to child ratios, new employee
qualification requirements and a new quality rating system will impact on
budgets as well as employee attraction and retention.
New Building Surveyor accreditation requirements
New accreditation
requirements for Building Surveyors will create a new uncertainty for this skill
shortage area. Building Surveyors currently have a five year transition period
(from 1 July 2008 – 30 June 2013). Accreditation applications (including any
additional retraining) will have an impact on budgets as well as employee
attraction and retention.
Sustainability Practices Fairfield City Council will be increasingly required to
embrace sustainability principles and practices. Sustainability, as defined by
Bruntland in the report Our Common Future, is “development that meets the
needs of the present without compromising the ability of future generations to
meet their own needs” (Storey, 2010). This means that we must identify what is
necessary for our long term survival and establish how we maintain this for
current and future generations (while maintaining and improving our quality of
life).
The NSW Local Government Act requires Councils to address social,
environmental, economic and civic leadership sustainability and social justice
principles through the establishment of the Community Strategic Plan (which
this plan forms part of). At Fairfield City Council the process of embedding
sustainability, from a workforce planning perspective, has already begun with:
• The establishment of the HR Strategic Plan in 2007
• A focus on integrating sustainability expectations within the Skills and
Competency and Leadership frameworks
• Setting up avenues for employees to volunteer within the Fairfield
community (via the Staff Network and Partnership Program).
• Implementing the Local Employment Policy which encourages residents to
gain work experience, employment and/or qualifications at Council.
Within a business environment of increasing costs and expectations, more than ever,
Local Government needs to plan and deliver more effective and efficient services to
the community. What then does this mean for Fairfield City Council?
1. Considering flexibility to cater for seasonal requirements of services, such as
flexible employment practices (for example, multi-tasking) and flexible
recruitment practices (for example, secondments)
Page 17 of 45

2. Examining different remuneration and benefit strategies in order to remain
competitive and cost-effective.
3. Embracing new and unique ways of doing business, for example, automated
service delivery.
Page 18 of 45

Skills Shortage
We are currently experiencing an ageing workforce and it is inevitable that a large
percent of the workforce will retire over the next 5 – 20 years. With falling fertility
rates, the potential pool of available labour will be declining at the same time. It is
well documented that by 2020 the number of people retiring will be greater than
those entering into the workforce and that 80% of future workforce growth will come
from those who are aged over 45 years (Critchley, 2006).
The concept of a ‘global labour market’ is already taking hold and this will only
increase as our available workforce declines. Not only will Australia continue to
receive immigrants from around the world, but more of our own citizens will be
migrating overseas for work.
Skills shortages are a major concern across the Local Government sector generally.
With the highest predicted workforce reductions in the predominately council
occupations of Planners, Tradespeople, Environmental Health Officers, Engineers &
Building Surveyors; skills shortages are likely to continue to be a problem (DEEWR,
2008).
Over 63% of Fairfield City Council managers currently experience difficulties
recruiting appropriately skilled and qualified employees and they strongly believe that
skills shortages will continue into the future. Management have identified the
following skills shortage areas (both currently and in the future):
• Directors (of Child Care Centres) and Early Childhood Teachers
• Senior Planners and Town Planners
• Professional Engineers and Landscape Design Officers
• Plumbers, Electricians, Mechanics, Carpenters & Sign Writers
Another area of expected skills shortages is in management generally. When
examining the generational make up of our Managers and Supervisors (see graph in
Attachment A) it can be seen that just over 60% of this group are Baby Boomers.
Considering that our older workforce wish to retire gradually (along with more flexible
work arrangements) we need to consider how we will fill these expected gaps within
our management group. Data shows that 58% of our current Managers and
Supervisors were employed into a management position from the external market
(and 42% were promoted internally). Considering that developing from within is
preferred than going to the external market (because it retains local knowledge), we
are presented with an opportunity to consider more focused career planning and
leadership training for our internal Generation X and Y employees.
Exacerbating the skills shortages that Fairfield City Council experiences is the
generally poor image of local government within the community, making it even more
difficult to compete for employees. To remedy this Fairfield City Council will need to
maintain and extend its positive reputation as an employer and develop its employer
brand in order to attract attention in the labour market.
To achieve this Fairfield City Council’s Recruitment & Selection procedures are
currently being reviewed in conjunction with Employer Branding strategies. We have
also developed an Employee Engagement Survey which will be carried out in 2011.
This will be the first data of its type collected from Fairfield City Council, and will be
incorporated into this plan.
Page 19 of 45

The expectations of prospective and current employees is both changing and
diversifying, and it is important information that will inform our future strategies. A
Seek Survey conducted in 2009 (6000 respondents) on Employee Satisfaction and
Motivation revealed:
• To keep motivated, the majority of employee respondents require “increased
encouragement and support”
• The things that employee respondents love most about their job are “the
people they work with”, “their boss” and “benefits/conditions”
• In contrast, the reasons that employee respondents left their last job was
“bad management”, “redundancy”, and “not feeling appreciated”
The survey also highlighted the top 4 things that attract employees. These are quality
of management, salary, career development and workplace environment.
From this information two critical areas for retaining employees can be identified,
namely:
• Workplace environment – teamwork and a strong emphasis on positive
organisation values
• Quality of management – constructive leaders (managers, supervisors and
team leaders) who embed accountability for results, integrity and
professionalism into the way the organisation operates.
In summary, with many factors influencing the current and future skills shortages,
what does this mean for Fairfield City Council?
1. Those important strategies identified previously in Ageing Workforce and
Generation Changeover are not repeated here, but will positively impact on
addressing skills shortages.
2. Fairfield City Council is on track with a well established culture program and a
newly developed leadership program. We need to be vigilant to ensure that
these programs remain on track and are promoted as part of our employer
branding.
3. It is imperative that we continually monitor and develop our employer
branding. We need to embrace new and unique ways to market Fairfield City
Council’s desirable benefits to potential external employees. For example, as
a Council, we are in a good position to offer flexible work practices (which is
already happening), so it is important to ensure that we promote these
initiatives. This external marketing also needs to be able to demonstrate that
Local Government is a vital and dynamic place to work, free from corruption
and improper practices.
4. Fairfield City Council have already been involved in recruiting overseas (for
example, Environment & Health Officer), however we will increasingly need to
operate in a ‘global labour market’ if we are to successfully compete for
employees.
5. Consideration of a ‘development program’ for promising and aspiring young
employees that can be linked to Fairfield City Council’s new Leadership
Program.
Page 20 of 45

Education and Knowledge Management
An Australian survey of Generation Y in 2005 (Henry, 2006) revealed that 97% were
interested in on-the-job learning, 81% were interested in online learning and 75%
intend to take on further studies in 2 – 5 years. Generation X is similar in their
attitudes to learning. This is a positive when we are considering how to manage our
knowledge in the future.
Mentoring and coaching from within the organisation is an extremely simple and
effective way to share and impart vital skills and knowledge, particularly from the
older workforce. It is critical that Fairfield City Council investigate how we can use
mentoring and coaching to ensure that we successfully manage the transfer of
knowledge. We cannot rely on the belief that mentoring and coaching happens
naturally; we need to invest in skilling up our employees to be a mentor/coach
(Henry, 2006).
This plan has identified many anticipated changes in the future which will lead to
changed skill requirements, work practices and expectations of employees. This will
require flexible learning and development programs that are responsive to these
needs. These opportunities need to include mechanisms for employees to share their
learning, get to know about up-coming changes and understand the implications of
technology.
Fairfield City Council has a great learning culture that is well supported and
recognised by employees and managers. We need to continue our good work and
ensure that our learning initiatives are responsive to changes within the organisation.
Managers and Supervisors are integral to creating a constructive organisational
culture where employees feel they have a shared direction and are being respected
and developed. This means managers and supervisors are under significant
pressure. Employees at these levels are required to be managers of "meaning"
where they create a shared vision and mission for each area. Networking is to be
encouraged both within and outside of Fairfield City Council so they have the support
from peers and the exposure to new ideas and concepts for enhancing the
workplace. Managers need to be able to foster collaboration, independence and
initiative. This means that people management skills are going to become more
important than ever.
What then does this mean for Fairfield City Council?
1. As previously mentioned, Fairfield City Council is on track with a well
established culture program and a newly developed leadership program. We
need to be vigilant to ensure that these programs remain on track and are
promoted as part of our employer branding.
2. Investing in the skilling up of our employees to be a mentor/coach.
3. Continuing the good work and ensuring that learning initiatives are responsive
to changes within the organisation.
Page 21 of 45

Summary of Emerging Issues
Emerging issues with potential to influence Fairfield City Council’s workforce in the
future were identified by a) researching current literature, and b) conducting a
brainstorming session involving Human Resources and a cross-section of managers
from across the organisation. The purpose of both the research and the
brainstorming session was to identify those issues and changes that will occur in the
future, that had not already been considered. The final outcome revealed a number
of anticipated developments and challenges and these were grouped into four
themes:
- Local Governments role in the future
- Technology’s impact on how the office/workplace operates
- Changing nature of service delivery
- Impacts on employee wellbeing
Local Government’s Role in the Future
The Australian Centre of Excellence for Local Government’s (ACELG) working paper
on community governance (March 2011) reports that society is changing the way it
wishes to engage with local government. People are becoming more individualistic
and bonding less with their community and are requiring more services from
government agencies. They are also more willing to debate and participate in local
government services.
There is also a movement away from traditional top-down approaches, to
governments working in partnerships/collectively with the communities to meet
community needs. This has been referred to as “network governance” (Egger,
2007). It is suggested that there are four strategies or models of local government
emerging for the future. These range from strengthening the existing model of voting
Council representatives to communities directly participating in democracy (selfgovernance
of services and budgets).
Changes have already begun with the reform of the NSW Local Government Act.
The Community Strategic Plan requires Councils to partake in more diligent
consultation with the community as well as leading and encouraging other community
organisations that have a role in the Plan (ACELG, 2011). Also, in response to ever
complex and changing issues, governments have been compelled to take the
initiative and govern by network in order to solve problems (Egger, 2007).
Therefore, in the future, we may expect to see the community, rather than Council,
directing the local government area (or, at least, having a much greater influence).
Local government services will also increase and become more diverse as
individuals come to rely less on their community (for example family and friends) and
look to local community and government organisations (for example, Council, Job
Network agencies and charities) for assistance. More equal partnerships and
networks between local government, community organisations and the community
are anticipated in the foreseeable future.
Page 22 of 45

Technologies Impact on how the Office/Workplace
Operates
Technology has impacted the workplace for the last 30 years and will continue to do
so as more innovative technology, which offers better efficiency and effectiveness, is
introduced across the organisation. One of the largest themes to emerge from the
brainstorming session was technology and its impact. Below are some of the
challenges identified.
• Technologies continuance to replace manual tasks
• The virtual and mobile office
- Climate change and energy conservation will be an influence on
scaling down the central workforce (office/workplace)
- Is there any need for a central workforce (office/workplace) in the
future?
- The virtualisation of some services
- Access to employees and the workplace 24 – 7 from any location
- Less distinction between work and home
• Social media and its impacts on both the workforce and Council’s
customers.
The white paper “people @ work/2020” (AHRI, 2010) predicts that in 2020
workplaces will be experiencing (and need to respond to) some of the following:
1. Continued modernisation of information technology and processes
2. Better consolidated and structured data/information management systems
(‘Enterprise information management’)
3. Unification/convergence of voice and data networks and applications, and
mobile devices. This will have implication for the office as well as customer
service when managing as well as recording telephone calls
4. Use of ‘smart grids’ for online management of integrated customer service
groups
5. Use of ‘cloud computing’; sharing servers/data centres in order to reduce
costs. This would allow several Councils to share one IT server in order to
reduce costs
6. Increased potential for applications with the convergence of technological
groups.
The development of innovative technologies allows new ways for workplaces/offices
to operate. Potentially this could mean the virtual office (the extinction of the central
workforce). However, AHRI (2010) predict that within the next 10 years the central
workforce will still exist but with a much smarter design; that is, a combination of the
physical workplace and the mobile office. This is referred to as the Ormond Model
and consists of the following elements:
1. Three external spaces of work
- Office
- Home
- Remote location.
2. Three internal spaces of work
- Solitary workstation for reflection and working alone
- Multi learning and interactive zone for interaction with people and
technology
- Café networking for meetings and discussions.
Page 23 of 45

Workplace design will be expected to be more environmentally sustainable and
flexible as well as being productive. The Ormond Model allows for greater flexibility,
the ability to better serve our customers (the community) through mobility and greater
productivity with a smarter design that uses interactive technology. It is anticipated
that the distinction between work and home will have disappeared by 2020 which will
change the culture and structure of the workplace.
A US/UK study found that more than half of employees use social media at work (HR
Leader, 2008). AHRI (2010) highlight the current issue of the use of social media in
the workplace. There has been mixed reactions from organisations, however the
report advises that banning social networking would be as ineffective as banning
personal telephone calls. Instead it would be wiser to track and deal with excessive
usage and continue to focus on employees performance expectations.
Changing Nature of Service Delivery
As discussed previously, both the changing role of local government and advancing
technologies, as well as pressure to remain sustainable, will impact and change the
nature of service delivery in the future.
Governing by network (Egger, 2007), as discussed previously, has come about as a
result of a variety of society and business trends. These include:
- Societies need for more integrated and more personalised service
- Collaboration is more accessible due to better technology
- Increasing level of diverse issues that require a response from a variety of
agencies.
Local government services will increase and become more diverse as individuals
increasingly refer to local community and government organisations over
community/family networks. Partnerships and networks between local government,
community organisations and the community will continue to change the nature of
service delivery in the foreseeable future.
Advancing technologies will allow Council to deliver services in different and
innovative ways that offer greater efficiency and effectiveness. It will certainly impact
all of Council’s service areas. For example, changes in Libraries currently and in the
future as a result of technology will likely be significant. Libraries of the future, or
‘Cybraries’, will be designed as an ‘experience’ rather than a ‘place’. The library
service focus is already changing; being a learning place and a community focal
point, and this will require a mix of physical and cyber resources (Schmidt, 2005).
As a result of poor outcomes following Council amalgamations in Australia, the focus
has now shifted to promoting a ‘shared services’ model and this will impact NSW
Councils. This model is expected to achieve better service delivery and reduce
costs. As suggested previously, technological advances and network governance
will greatly facilitate this process. In the near future, all Council’s will see changes in
the way some of their services are delivered (Dollery, Akimov & Byrnes, 2009).
Page 24 of 45

Impacts on Employee Wellbeing
Changes discussed above, including the blurring line between work and home, and
the increasing pace of change will have an impact on employee wellbeing now and in
the future. At present approximately 20% of employees report working longer than
50 hours per week and one third of employees report high levels of stress.
Professionals have now become the largest occupation group and, predictably, with
greater skills and qualifications, come greater responsibility and pressure (AHRI,
2010).
Stress is defined as being unable to “adapt to change, and results when one
perceives a discrepancy, whether real or not, between the demands of a situation on
the one hand, and on their resources to deal with them on the other”. In other words,
stress can occur when an employee’s capability, resources and/or needs don’t match
the job expectations (Riddle, 2008).
When considering how to improve employee wellbeing in the future, Sparks,
Faragher & Cooper (2001) outline the following:
• A greater focus on wellbeing programs/training for employees at the “lower
end of the organisational hierarchy” and who will be more affected by
changes
• A focus on the impact of technology. For example, research suggests that
sitting for long periods in front of a computer has negative impacts on health,
including psychological stress
• An employee’s positive or negative perception of their work and workplace
can determine areas of potential stress
• Ensuring that managers and staff are educated on the impacts of cultural
diversity in the workplace. Research suggests that employees from ethnicminority
groups may be more prone to stress due to a range of issues such
as cultural attitudes, discrimination and language difficulties
• As workplace diversity increases, organisations will need to consider flexibility
that is responsive to individual needs
• Offering a structured and well managed employee wellbeing program.
Page 25 of 45

PART 2:
Gap Analysis and Actions
Since the introduction of this plan in 2007, many significant achievements have been
made, and these are detailed in a progress report (Attachment B).
This section then summarises those key initiatives already in place to address
current and emerging workforce issues (and are included on the Action Plan). An
analysis of those gaps that have not yet been addressed, or have not been
addressed adequately, is undertaken. This gives insight into areas of emerging
issues that still require further action. These have been scheduled as future projects
on the Action Plan (Attachment B); a plan that has been ongoing since 2007.
Progress Report
Since the introduction of this plan in 2007, many significant achievements have been
made. The Progress Report describes what has been completed so far and outlines
the achievements attained as at December 2010.
Please refer to the Progress Report in Attachment B.
Current Key Initiatives
Many key projects are currently in progress (and are listed on the Action Plan,
Attachment C) and these are briefly listed below:
• Research and implementation of an Ageing Workforce Strategy.
• Development of an employer branding strategy.
• Research of various industrial instruments and how they can best assist
Fairfield City Council with employment practices.
• Further research is underway into flexible work practices, recruitment
strategies and remuneration & benefit strategies.
• A major review of the Works & Parks and Waste Services branches.
• Implementation and promotion of Apprentice, Trainee & Graduate
guidelines for managers.
• Promotion of the recently implemented Local Employment Policy.
• Continuance of our well-established culture and leadership program, and
learning initiatives.
Following are those key initiatives that have already been finalised and integrated
into the workplace.
Values: UMGAWI
Fairfield City Council’s corporate values (UMGAWI) were adopted in 2006 following
extensive consultation with employee representatives from across the whole of
Council. Our values are designed to guide what we do and the way we work, and
have gradually been weaved into all our programs. This has been so successful,
Page 26 of 45

over a short space of time, that the ‘language’ and usage of our values is becoming
well-entrenched in our culture.
Upfront
Motivated
Growing
Achieving
Winning
Important
we value the direct sharing of information that affects us and others
and the work we do
we value approachable people who believe in our abilities and
aspirations
we value the ability to achieve our best through self-development
and shared learning
we value good work ethic, taking responsibility and being
competent in our work
we value decision-making that respects the needs and aspirations
of all people
we value the people we work with and respect their opinions as we
serve our diverse community
Culture and Leadership Program
Fairfield City Council is committed to creating and maintaining a constructive culture
that creates a workplace where employee satisfaction and enjoyment results in
delivering great service to our community. Our constructive culture enables us to
focus and take steps towards achieving our future goals as an organisation and it
underpins our leadership program.
The following picture shows Fairfield City Council’s Culture and Leadership program
and how these Leadership Competencies facilitate a Constructive Culture. Our
Council values, ‘UMGAWI’ are the foundation to our constructive culture and ensure
they are “the way we do things at Fairfield City Council”. Core Competencies are
also part of the foundation and sets the minimum standard of behaviour for everyone
at Fairfield City Council.
The middle part of the house illustrates the leadership competencies for every leader
in Fairfield City Council and highlights that Team Climate and Leadership Styles are
an important part of facilitating a constructive culture. The roof of the house
represents our Constructive Culture.
Page 27 of 45

Employee Engagement & Communication Strategy
Fairfield City Council is committed to developing high employee engagement. FCC
Connect: An Employee Engagement & Communication Strategy has been developed
with the intent of creating a working environment that best promotes an engaged
workforce that is motivated to strive for the best possible outcomes for Fairfield City
Council and the community that it serves. Specifically, FCC Connect aims to achieve
the following by implementing a number of initiatives.
Connect Organisation
Connect Contribution
Connect Innovation
Create an organisation where Fairfield City Council
employees feel valued, a sense of pride,
accomplishment and commitment by being part of
Fairfield City Council
Fairfield City Council employees feel a part of the
Fairfield City community, accessing opportunities to
contribute to the City when ever they are able
Fairfield City Council employees feel that new ideas
and approaches to the way we work are actively sought
and opportunities are regularly provided to ensure that
this occurs
Local Employment Policy
Fairfield City Council has recently implemented a Local Employment Policy; the first
of its kind in the NSW metropolitan area. The policy ensures that employment
preference will be given to local residents where more than one person is equally
suitable for a position or when work experience opportunities are able to be offered.
Work experience has always been on offer; however the policy gives priority and
preference to local residents.
The purpose of the Local Employment Policy is twofold:
• The policy extends our commitment to increasing experience, skilling and
employment preparation opportunities for members of the Fairfield City
community
• The policy encourages innovative practice that defines the way we work by
ensuring that our workforce make-up continues to match the diversity of our
community.
Page 28 of 45

Gap Analysis and Actions
This section is concerned with analysing those gaps that have not yet been
addressed, or have not been addressed adequately. A review of both Part 1
(Summary of Workforce Profile and Emerging Issues) and Part 2 gives an insight into
areas of emerging issues that still require further action. These are discussed below,
and have been scheduled as projects in the Action Plan (see Attachment C). This
action plan has been ongoing since 2007 (to see past actions/projects and their
outcomes please refer to Attachment B: Progress Report).
From this planning process a number of gaps are identified that require further action
and a discussion of these follows.
1. It is valuable to consider a development program for promising and aspiring
young employees, possibly linked to the current Leadership Program. The
purpose of developing young employees from within the organisation helps us
to:
- Address future skills shortages and will link into succession planning
(statistics show that the majority of our managers are baby boomers).
- Indirectly help to increase diversity within our management group (there is
more multicultural diversity amongst all employees than our management
group).
- Address knowledge management by creating an opportunity for our older
workforce to impart some of their skills and knowledge through formal
coaching and mentoring.
- Encourage talented young employees to remain longer at Fairfield City
Council.
2. The consideration of a formal system of coaching and mentoring will ensure we
can:
- Proactively address knowledge management and links into succession
planning.
- Address future skills shortages when targeted in critical areas.
3. Consideration of career planning for the purpose of supporting succession
planning, skills shortage areas, as well as those gaps outlined above, will:
- Provide opportunities for younger generations to grow and remain at
Fairfield City Council for a longer period of time.
- Provide opportunities for the older workforce to engage in a career change,
particularly in a skill shortage area (the older workforce is statistically more
likely to remain in employment at Council).
- Proactively address skills shortage areas and support succession planning.
4. Although this workforce plan addresses the issue of skills shortages, it would
be beneficial to conduct a further dedicated research into this area that offers
comprehensive suggestions for Fairfield City Council.
5. Multicultural Intelligence Training for all employees is already being conducted
however ensuring compulsory training for all managers (or investing in Trainthe-Trainer
for this type of training) is recommended to increase our awareness
and ability to work with and for multicultural employees and communities.
6. Continuance of the Diversity & EEO Committee, with the purpose of monitoring
and advocating for a positively diverse workforce, is also recommended.
Page 29 of 45

7. It would be beneficial to conduct further dedicated research into the area of
technology’s impact on the workplace, employee wellbeing and service delivery
and offer comprehensive solutions. This should include the role of social
media. As discussed in the plan, this is an area that Fairfield City Council has
identified as a significant issue to address.
Gaps identified from this planning process have been included in an updated action
plan (see Attachment C). This action plan is structured around the six key themes
that have previously been identified as important to achieving the vision for this plan
“Fairfield City Council: a great place to work – a great community to serve”.
Six Key Themes:
1. Developing a constructive organisation culture and unique employer brand
2. Growing and rewarding our own talent
3. Fostering workforce flexibility, innovation and diversity
4. Ensuring our health, safety and wellbeing
5. Maximising our capacity through equitable and effective industrial and
employee relations policies and practices
6. Cultivating workforce engagement
This Plan and the actions set out in Attachment C will be reviewed in 2012/2013 as
part of the next revision of all of Council’s Integrated Planning and Reporting
documents.
Page 30 of 45

References
Australian Bureau of Statistics, Fairfield City Community Profile from the Census of Population and
Housing, http://profile.id.com.au/Default.aspx?id=356, 2006.
ACELG Local Government and Community Governance: A Literature Review Working Paper no. 2,
prepared by Pillora S & McKinlay P, March 2011.
AHRI, people@work 2020. The future of work and the changing workplace: challenges and issues for
Australian HR Practitioners White Paper, 2010.
Boyd, Carolyn, Cultural melting pot, HR Monthly, July 2010.
Chun, Josie, Boom or bust: job-hunting tips for the mature-age worker, www.careerfaqs.com.au 2010.
Critchley, Robert, The Ageing Workforce – to Rewire or Rust, ICVET, March 2006.
Department of Education, Employment and Workplace Relations, Government Skills Australia
Environmental Scan, 2008.
Division of Local Government, www.dlg.nsw.gov.au
Dollery B, Akimov A & Byrnes J Shared Services in Australian Local Government: Rationale, Alternate
Models and Empirical Evidence, The Australian Journal of Public Administration, vol 68, no. 2, pg 208 –
219, 2009.
Eggers WD, The changing nature of government: network governance from ‘Collaborative Governance.
A new era of public policy in Australia’, ANZSOG Conference, 2007.
Equal Pay Day, www.equalpayday.com.au
Henry, Avril, The Changing Face of the Workforce and Intergenerational Impacts, ICVET, January 2006.
HR Leader, Employees addicted to social networking sites, www.hrleader.net.au December 2008.
Jacobs, Simon, Workforce Planning Workbook, Local Government Learning Solutions, 2010.
Local Government (State) Award 2010.
McCrindle, Mark, Australia in 2020: A Snapshot of the Future, McCrindle Research, 2008.
Premier’s Department of NSW, Workforce Planning: A Guide, 2003.
Riddle, Dr B, Workplace stress and why it matters, in HR Leader, August 2008.
Schmidt J From Library to Cybrary: Changing focus of library design and service delivery in Kapitzke, C
& Bruce BC (Eds) ‘New libraries and knowledge spaces: critical perspectives on information and
education’, 2005.
Seek, Satisfaction and Motivation Study, http://www.seek.com.au/investor/market-research, 2009.
Sparks K, Faragher B & Cooper CL, Well-being and occupational health in the 21 st century workplace,
Journal of Occupational and Organisation Psychology, 74, pg 489-509, 2001.
Stafford, Patrick, Employers cater to Gen Y, but forget older workers: Survey,
www.smartcompany.com.au June 2010.
Storey, Hazel, Sustainability Definitions and Principles, 2010.
Page 31 of 45

ATTACHMENT A
Comparing Diversity amongst groups:
'All Staff' and 'Managers & Supervisors'
70.00%
Culture Gender Generation
60.00%
Percent of Group
50.00%
40.00%
30.00%
20.00%
All Staff
Managers & Supervisors
10.00%
0.00%
Born Overseas
Speak a
Language other
than English at
home
Male Female Generation Y Generation X Baby Boomers Builders
Diversity Measurement
Page 32 of 45

ATTACHMENT B: Progress Report
Project Title Description Outcomes
Theme 1: Developing a constructive organisation culture and unique employer brand
1.1 Culture training for all staff (LSI 1) Introduce LSI 1 program to all staff to increase
awareness of culturally aligned styles.
1.2 Leadership Impact training for managers Introduce LSI program to all managers to increase
awareness of culturally aligned styles in their approach
to managing staff.
1.3 Quarterly Leaders forum breakfasts for
managers, team leaders and supervisors
1.4 Implementation of organisation values
(UMGAWI)
Establish quarterly management meeting with topic of
interest to establish improved networking for Leaders.
Establish Values that are reflective of the way the
Organisation should behave
1.8 Strengthen role/skills of Culture Coaches Development and implementation of training and a
support program to assist culture coaches in actively
leading the OCI debriefs throughout the business and to
engage more effectively in enhancing the culture
program throughout Council.
1. Introduction to LSI program incorporated as part of the Fairfield
City Council training calendar.
2. Cultural awareness reflected by significant improvement to OCI
results.
3. Fairfield City Council recipient of Human Synergistics Cultural
Transformation award.
1. Introduction to LSI program delivered to Managers.
2. Cultural awareness reflected by significant improvement to OCI
results.
3. Fairfield City Council recipient of Human Synergistics Cultural
Transformation award.
1. Leadership Forum breakfasts undertaken as scheduled.
2. Positive feedback and attendance.
1. UMGAWI developed from representatives from all parts of Council.
2. Launch of program conducted with great effect.
3. Value introduction incorporated into new staff induction.
1. Culture coaches actively involved in the OCI debrief.
2. Participation and facilitation of culture planning at a business level
by Culture coaches.
3. Assistance and contribution to the development of branch culture
plans.
4. Bunch of Three’s program implemented
1.9 Conduct an organisation Culture
measurement
Undertake the biennial Organisational Cultural Index
(OCI). Ensure adequate planning, preparation and
participation is achieved.
1. OCI was conducted as planned.
2. Results achieved saw a participation rate of 64.5%(662
participants)
3. Cultural results determined by the survey saw Council receive a
Human Synergistics Cultural Transformation Award.
1.10 Develop Outdoor Staff Culture Program Develop a course to target an introduction to the FCC
Culture program for all staff with particular focus on
1. FCC Cultural Awareness course developed.
2. Pilot of course conducted and evaluated.
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Project Title Description Outcomes
outdoor staff. 3. Course now being offered bi monthly on Training calendar with
approx. 50 staff having attended as at March 2009.
1.13 Review and enhance new employee
Induction
Develop a structured corporate Induction Program for
new staff.
1. An all-inclusive 3-month Induction Program designed and
developed for new staff and approved by EM, COS.
Theme Two: Growing and rewarding our own talent
2.1 Rewarding competency development
and good performance through the
Indoor/Outdoor Salary System
2.2 Learning & development strategy to
facilitate the development of core
competencies
2.5 Provision of study assistance (financial)
and study leave
2.6 Developing and funding training for job
specific skills
2.7 Develop performance criteria for Outdoor
Salary System
2.8 Strengthen the management and
leadership program.
Develop and introduce competency based annual
performance system for outdoor staff.
Development of an annual Training calendar to reflect
training requirements obtained through the annual skills
& competency review.
Develop and implement a further education formal
education through university Or TAFE.
Develop a study leave policy that allows for the provision
of Council sponsored professional development
opportunities
Develop new performance criteria for outdoor
employees above pp4 to enable progression through
salary system and distinguish between high achievers &
others
To develop a Leadership framework that reflects the key
elements of leadership expectation of Managers.
1. Introduction of a skills and competency annual assessment
negotiated successfully with Unions.
2. Skills and competency program introduced with bonus provisions
for discretionary effort.
1. Training plans are developed for each employee as part of the
annual skills and competency review.
2. Information is captured by L& D and used to develop a structure
training approach to staff competency development.
1. Study assistance protocol developed and adopted by EMT.
1. Study assistance protocol developed and adopted by EMT.
1. Performance criteria for outdoor employees accepted.
2. Individual performance plan for outdoor employees above Pay
Point 4 was implemented by October 2008.
3. Training materials and content developed for outdoor employees
above Pay Point 4.
4. Reporting tool implemented to record skills progress
demonstration.
1. Leadership framework developed including areas of: Strategy,
People, Communication, Results, Resources, Personal. M&L
Detailed Framework HRSC Option
2. Leadership framework adopted by HRSC and EMT.
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Project Title Description Outcomes
Identification of strategies that will enable monitoring and
evaluation of the L & D Program to ensure alignment
with Council objectives
2.4 Report on the effectiveness of the
learning & development program and
propose strategies in response to program
outcomes
1. Report developed and submitted to HRSC & EMT.
2. Endorsement of recommendations identified in the Report on the L
& D Program by the HRSC & EMT.
3. Changes scheduled for 2009/2010 L&D program.
2.18 Examine how best FCC can utilise
apprenticeship, trainee and graduate
programs
2.35 Development and implement an
outdoor technical development framework
Develop guidelines that provide managers with additional
clarity, information and advice with respect to
apprenticeship, traineeship and graduate programs that
support business operations.
1. Guidelines developed and accepted by Consultative Committee
2. Further clarity on performance assessment developed in the form
of a Work and Learning Plan
1. An Outdoor Technical Curriculum framework was designed and
implemented with extremely positive comments from the pilot
group.
2. The implementation of the framework was under budget and the
City Works Branch were successful in taking advantage of $64,000
worth of government funded training.
Theme Three: Fostering workforce flexibility, innovation and diversity
3.2 A new Diversity Plan and reinvigorated Development of FCC’s Diversity and EEO plan and
staff support group
advisory group to ensure effective implementation on an
ongoing basis
1. Diversity and EEO plan developed and adopted by EMT.
2. Diversity and EEO committee established; 5 meetings held over the
past 18 months.
3.3 Various flexible work practices such as
flexitime, working from home and part-time
work
Examine ways to increase approaches to flexible
working arrangements within FCC.
1. Working from home policy developed and adopted by EMT.
2. Flex-time and annual leave policies developed and adopted by
EMT which enable substantially more flexibility whilst meeting
business need.
3.5 Examine innovative and flexible ways to
move outdoor staff to a 35/36 hour week
while maintaining or improving productivity
To explore cost neutral options to reduce disparity of
hours worked for outdoor staff; This included the
development and evaluation of various models for a 36
hour working roster for outdoor staff and the
development of a business case to obtain approval for a
trial of the preferred option.
3.9 Propose ways FCC can provide for an Project team consisted of Council staff undertaking
1. Significant and collaborative analysis and review of options for
variable rostering of a 36hr week with Management, Staff and
Unions.
2. A flexible model of 36 hr rostering enabling business units to
operate in an 8, 9 or 10 day fortnight was developed.
3. Detailed business case developed and submitted to EMT regarding
a proposed limited trial to further explore the long term viability of a
roster change to 36hr flexible. Approval was given by EMT to
proceed with development of KPI’s for nominated outdoor areas.
1. Developed and distributed staff and managers survey in
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Project Title Description Outcomes
studies in the Diploma in Management course.
Conduct extensive analysis on FCC's ageing workforce
and propose options to reduce costs.
ageing workforce (e.g. part-time or other
work for staff nearing retirement)
September/October 2010 to obtain information on FCC's ageing
workforce.
2. Analysed data and developed a draft Ageing Workforce Strategy
2011-2015 for HR's review and comments.
3.20 Conduct trial for potential
implementation of 36hr week for Outdoor
staff (Stage One) (3.2A)
Develop KPIs for Road Concreters, Carpenters and
Street Cleaners and get EMT approval prior to
commencing trial.
1. Business case was approved by EMT to proceed with a 36 hour
week trial for Road Concreters. Carpenters and Street Cleaners.
2. Developed KPIs for Road Concreters and Carpenters however
Street Cleaners are currently being finalised and approved.
3.21 Conduct trial for potential
implementation of 36hr week for Outdoor
staff (Stage Two) and develop Business
Case for Implementation recommendation
Theme Four: Ensuring our health, safety and wellbeing
Subject to the 36 hour week trial for Concreters,
Carpenters and Street Sweepers, KPIs will also need to
be developed for the remaining Outdoor areas.
1. Proposed methodology for the trial was submitted to EMT and was
approved as a ‘trial only’ for a defined period. A final decision is
yet to be made and will be based on the outcomes of the trial.
4.1 Development and implementation of a
Corporate OHS Policy, Strategy and
Management System
4.2 OHS Management System training for
executive, managers and frontline
supervisors
4.3 Continuous improvement of the injury
management program
4.10 & 4.13 Revamp Safety
Leadership Team to take a strategic and
Leadership role with OHS. Revamp OHS
committees and consultation to ensure
improved effectiveness and contribution
Implement an OHS Local Advocate program
to extend OHS capability and capacity
across FCC.
Review, simplify and implement corporate OHS policy,
system and strategy.
Ensure all managers and supervisors have attended
Management of OHSMS.
Review injury management program to reflect in
business management of workplace injuries
Establish an effective Organisational Governance /
Management / Consultation framework for OHS
Improvement.
1 Comprehensive review of OHSMS conducted and simplified.
2 OHS strategy developed and implemented.
3 Management system re-engineered to reflect current practice and
compliance processes.
1. Over forty training session completed with >85% of managers in
attendance.
1. Re-structure of Workers comp and HR division.
2. Introduction of new Injury Management policy
3. Creation of in business Return to work coordinators.
4. RTWP plans now managed by line managers.
1 Governance framework for OHS management developed and
adopted by EMT.
2 22 monthly meetings of both SLT and OHSC have occurred with
detailed minutes taken.
3 Over 350 hazards reported, more than 500 corrective actions
closed out, 70 procedural and 30 activity changes made to OHS
practices in the last 18 mths.
4 Safety advocate program established with over 50 trained safety
advocates involved in supporting frontline managers meet their
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Project Title Description Outcomes
OHS obligations across FCC.
5. Reporting protocols established for monthly site reporting and data
analysis reported to SLT. OHSC and EMT monthly.
4.11 Action all corrective actions arising
from the latest WorkCover Audit.
Conduct own self-insurers audit and
implement gaps in preparation for 08/09
WorkCover Audit.
4.9 Implement an enhanced OHS reporting
regime to EMT, SLT, OHS Committees and
OHS site advocates
4.12 Implement a strengthened OHS
Contract Management regime across FCC
4.14 & 4.16 Implement Appropriate
Workplace Behaviour policy and training
4.19 Workplace Stress Management
Programs
Manage organisational preparation for and conduct the
WorkCover Self Insurance Compliance Audit in July
2008.
Develop and implement a method of capturing site
based OHS activity and activity /communication of the
SLT/OHSC/SA across FCC.
To develop and implement a program to manage
Contractor OHS compliance across FCC.
Develop & implement an Appropriate Workplace
Behaviour policy and requirements guide. Design and
deliver appropriate training.
Develop a resource that will provide council staff with the
skill to identify and assess workplace stressors and
1. OHSMS audits conducted and corrective actions plans develop to
address of 250 corrective actions in system documentation or
design. All corrective action completed prior to the audit taking
place.
2. Audit preparation program implemented successfully including
submission development, site preparation, and validation interview
practice for all parties involved in the audit.
3. Success achieved in receiving 3 year licence due to passing all
four elements audited (OHS Management System, Risk
Management, Document Control, and Design Control) with only 12
corrective actions identified.
1. Site OHS activity report developed, adopted and implemented with
statistical reporting incorporated into each meeting agenda.
2. Formal minutes and agenda established for all SLT and OHS
meetings.
3. Issue resolution reporting process developed and implemented.
1. Contractor Management review undertaken.
2. New contractor management system developed and adopted by
SLT and EMT.
3. Conserve administration integrated into FCC procurement and
management practices.
4. Transitioning of existing contractors to meet enhanced
requirements with over 300 contractors now compliant.
1. Appropriate Workplace Behaviour Policy and Requirements Guide
develop and adopted by HR Steering Committee
2. Appropriate Workplace Behaviour Training designed for a)
Managers b) All Staff, and c) Induction. Training delivered with
very positive evaluations.
1. A link to the “Working with Stress” DVD has been uploaded on
Firstcall, which can be accessed by all staff.
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Project Title Description Outcomes
provide adequate response. 2. A link to NSW Mental Health Association’s Fact Sheet
“Recognising and Managing Stress” has also been uploaded to
Firstcall.
4.17 & 4.20 Develop and implement Health
& Wellbeing Activity Calendar
Develop and implement Health & Wellbeing Activity
Calendar
1. A Health & Wellbeing Calendar is updated yearly and can be
accessed from Firstcall by all staff.
2. The programs on the calendar have been implemented by the
SNAP Committee with great feedback from staff.
Theme Five: Maximising our capacity through equitable and effective industrial and employee relations policies and practices
5.1 Common Job Evaluation and Appeals
Policy across the organisation
5.2 Managers and staff trained in the
Outdoor/Indoor salary systems
5.3 Revamped Recruitment and Selection
Policy supported with training
5.4 Implementation of PolicyPoint to assist
with efficiently building knowledge and
understanding of new policies
5.5 HR Policy Development and renewal
stage 1
5.7 HR Policy Development and renewal
stage 2
Develop and implement Mercer Job evaluation process
with FCC.
Conduct training of new salary systems for applicable
staff.
Review and implement revised Recruitment and
selection program.
Introduce on line learning tool to distribute, track and
record online training.
Establish and review the Annual Leave, Time in Lieu,
Higher Duties Allowance and Network acceptable Use
Policies.
Establish and review the Flex-time, Secondary
Employment, Performance Management & Disciplinary,
and Grievance Policies.
1. Job evaluation guidelines established;
2. In-business training undertaken for Job evaluation panels for
identified personnel.
3. Job evaluation process integrated with Workplace reform program.
1. Training conducted as scheduled.
1. New recruitment policy and guide developed and implemented.
2. Recruitment and selection training program developed.
3. Recruitment and training implemented for all applicable personnel.
1. Policy point customised and implemented.
2. Applicable staff trained to administrated ongoing self reliance in
Policy Point.
3. Commencement of use of policy point with positive feedback on
effectiveness.
1 All policies developed and completed.
2 Staff consultation and acceptance completed for 4 out of 5 policies.
3 Implementation of all policy (Available on FirstCall)
4. All other policies scheduled for adoption and implementation in July
2009.
1. All policies developed and completed.
2. Staff consultation and acceptance of policies.
3. Implementation of Flex-time policy.
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Project Title Description Outcomes
4. All other policies scheduled for adoption and implementation in
July 2009.
5.3 Review and improve the use of the Exit
Interview Process
5.18 & 5.19 Development and Rollout of
Performance Management & Disciplinary /
Appropriate Workplace Behaviours training
Review and enhance the process of capturing exit
interview data from staff that voluntarily leave FCC.
Developed the Guiding Performance and Workplace
Behaviour training guide and roll out the training.
1. Conduct analysis of existing exit interview data
2. Review and develop exit interview policy and procedures.
3. New exit interview process for data review and reporting
Implemented SOP - Exit interview Process
1. Developed facilitator’s guide. An Appropriate Workplace Behaviour
training course was designed for a) managers, b) all staff, and c)
Induction
2. Commencement of 4 hours training sessions for managers and 1
hour information sessions for staff. Training has received positive
feedback.
Theme Six: Cultivating workforce engagement
6.5 Develop and implement a local Develop a Local Employment Policy that extends our
employment policy
commitment to increasing experience, skilling and
employment preparation opportunities for members of
the Fairfield City community.
1. A Local Employment Policy was developed and implemented. It is
the first of its kind in the NSW metropolitan area.
2. A media campaign was conducted to inform local residents of the
policy which generated interest from local students wishing to
undertake work experience at Fairfield City Council.
6.10 Develop and implement an Employee
Engagement and Communications strategy
Develop and implement an Employee Engagement and
Communications Strategy for Fairfield City Council to
enhance staff consultation
1. FCC Connect: An Employee Engagement & Communication
Strategy was developed and approved by EMT. It’s intent creates a
working environment that promotes an engaged workforce which is
motivated to strive for the best possible outcomes for Fairfield City
Council and the community that it serves through the following
initiatives: Connect Organisation, Connect Contribution and
Connect Innovation.
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ATTACHMENT C: Action Plan
1. Developing a constructive organisation culture and unique employer brand
The intention of this strategy is to ensure an organisation culture and identity which enables and motivates staff to contribute effectively as well as
enjoy their work life. This is the overall context for all we wish to achieve as an organisation. This strategy has the following specific objectives:
1. Provide all staff with training and support to enable them to build positive and achievement focused interpersonal and leadership styles.
2. Embed organisational cultural expectations and corporate values into our human resources framework and practices.
3. Create opportunities to encourage and celebrate living our organisational culture and values.
4. Use Fairfield City Council’s commitment to sustainability, cultural diversity and staff engagement to create a distinctive and positive
reputation that generates pride and interest in Fairfield City Council as an employer.
Action(s) Objective(s) Supported Year
• Develop and implement an FCC Employer Branding 1.4 2011
• Re-invigorate organisational cultural awareness training 1.1 2011
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2. Growing and rewarding our own talent
If we are to ensure the ready availability of needed skills and competencies we must continue to focus on developing our people and providing
flexible and lifestyle-relevant rewards and benefits. While we will need to attract people to join our workforce, we also need initiatives to retain our
skilled staff. The specific objectives for this strategy are:
1. To know, and support the development of, the necessary skills and competencies which are required now and in the future to meet the
needs of our community
2. To challenge and enable managers at all levels to continue to develop their leadership and people management knowledge and practice
3. To provide learning and development opportunities that contribute to building the organisation and the achievement of its business as well
as the professional and/or career aspirations of staff
4. To develop and apply flexible reward and benefit practices that attracts and retains skilled staff and encourages good performance.
Action(s) Objective(s) Supported Year
• Review Indoor performance assessment and propose plan for improved system, 2.1, 2.4 2011
administration and application
• Commence an Organisational Development self-directed learning resource for 2.1, 2.2, 2.3 2011
leaders
• (Stage 1) Develop a technical skills and knowledge development framework 2.1, 2.3 2011 / 2012
based on key professional streams within FCC for Grade 9 and 10
• (Stage 2) Implement a technical skills and knowledge development framework
based on key professional streams within FCC for Grade 9 and 10
• Development of Leadership Curriculum for core and leadership competencies to 2.1, 2.2, 2.3 2011 / 2012
include options for formal, project, experiential and self directed learning
• Succession Planning 2.1, 2.3 2012
• Consideration of a formal system of coaching and mentoring 2.1, 2.2, 2.3 2012
• Develop a program for promising and aspiring young employees, possibly linked
to the current Leadership Program
2.1, 2.2, 2.3, 2.4 2013
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3. Fostering workforce flexibility, innovation and diversity
It is clear from the review of workforce issues that we cannot remain static when it comes to work practices or ignore opportunities for
improvement. Furthermore we need to build on and celebrate diversity within the organisation as well as the City. Consequently encouraging
flexibility, innovation and diversity needs to become a defining characteristic of the way we work. In particular, we should aim to achieve the
following objectives:
1. Fairfield City Council’s workforce is broadly representative of, and sensitive to, the ethnic and cultural mix in our community
2. Provide an encouraging and enabling environment for staff to think and work creatively in relation to current and future community needs
and services and improved organisational productivity
3. Challenge us to trial and further utilise flexible work practices that increase motivation, maintain or enhance productivity and assist in
achieving a work/life balance
4. Improve organisational capability and performance by flexibly utilising our workforce strengths such as generational differences, ethnic
diversity and professional commitment
Action(s) Objective(s) Supported Year
• (Stage 1) Conduct trial for potential implementation of 36 hour week for 3.3
Outdoor staff
2011
• (Stage 2) Develop business case for implementation
• Identify opportunities for job re-design and multi-skilling 3.3 2011
• Propose ways FCC can provide for an ageing workforce 3.3, 3.4 2011
• Report on the effectiveness of diversity and EEO initiatives such as
Multicultural Intelligence Training and the Diversity & EEO Committee, and
3.1, 3.4
2012 / 2013
make recommendations.
• Research and propose comprehensive suggestions to address skills shortages
at Fairfield City Council
2012 / 2013
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4. Ensuring our health, safety and wellbeing
Fairfield City Council aims to be an organisation where employees and management effectively work together to ensure the safety and well being
of people who work for and visit our premises. In particular we want a working environment that is safe from hazards and risks and will pursue the
following objective:
1. Reduce the impact of occupational injury, illness and disease
2. Improve Fairfield City Council’s capability to systematically manage OHS
3. Improve the quality of OHS information available to decision makers at all levels
4. Improve the capacity of leaders and staff to identify and manage hazards effectively
5. Improve the identification, elimination and management of hazards at the design phase and planning phase
6. Strengthen the capacity of Fairfield City Council to influence the OHS performance of contractors
Action(s) Objective(s) Supported Year
• Research and report on the impact of technology, including social media, on 4.1, 4.4, 4.5
2013 / 2014
the workforce, employee wellbeing and service delivery.
• Also refer to the FCC OHS Corporate Strategic Plan
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5. Maximising our capacity through equitable and effective industrial and employee relations policies and practices
Our overall industrial and employee relations policies, procedures and systems constitute an HR framework which must actively support the
achievement of our business objectives as well as fair and equitable people practices. Specifically this strategy aims to deliver:
1. Effective HR systems that provide accurate and relevant data to facilitate strategic and operational decision-making by managers,
supervisors and team leaders.
2. Consistent, equitable and transparent processes underpinning our salary structures, job evaluation processes, individual performance
assessment regimes and HR policies
3. HR Policies and procedures that are implemented in a way that ensures knowledge and understanding of application and efficiency of
operation
4. A commitment to build and maintain a productive relationship with the unions which provides for their input into the development of good
HR and IR policy and practice
5. An HR/IR framework that builds a sense of partnership with the workforce in which individuals take responsibility, with active support from
the organisation, for their own skill development, productivity and well-being
6. Continuous improvement in all aspects of recruitment and selection.
Action(s) Objective(s) Supported Year
• Develop and negotiate a single industrial instrument incorporating standardised 5.2, 5.4, 5.5
employment conditions for FCC
2011
• (Stage 3) HR policy development and renewal – Examine feasibility and
options for leave arrangements, workplace surveillance, union delegate code
5.1, 5.3, 5.4
of conduct and child protection
2011
• (Stage 4) HR policy development and renewal – Examine feasibility and
options for work experience, volunteers and carer’s leave
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6. Cultivating workforce engagement
Achievement and a positive work environment are partly a result of having a workforce that is informed and has opportunities to express its views
and participate in activities that improve the organisation and make the workplace more enjoyable and productive. This strategy aims to cultivate
engagement and achieve these outcomes. Fairfield City Council’s approach to creating and maintaining an engaged workforce is characterised
by the following objectives:
1. Apply open and effective consultative processes in all parts of the organisation to ensure staff can actively and positively participate in
shaping their work environment and the organisation.
2. To provide opportunities for staff to contribute to the social, environmental and economic sustainability of Council and the wider
Community.
3. To provide formal and informal opportunities for employees to actively involve themselves in workplace innovation and participative
problem solving.
4. To establish regular and open communication channels to ensure employees are appropriately informed of the organisations objectives,
strategies and performance.
5. To create opportunities to celebrate and recognise the individual and team achievements and contributions to organisational successes.
Action(s) Objective(s) Supported Year
• Develop and implement an FCC volunteer partnership program for FCC staff 6.2 2011
• Establish an annual innovation forum where representatives from all areas of
FCC contribute to ideas generation for future progression and evolution of FCC
6.1, 6.2, 6.3
2012
as an organisation
• Conduct organisational engagement measurement to identify levels of staff 6.1
engagement
2012 / 2013
• Consider development of a Middle Management Team 6.1, 6.3, 6.4 2012 / 2013
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