SHIRE of TRAYNING

WORKFORCE PLAN

2016

Adopted - 19 October 2016

The Shire of Trayning is committed to workforce planning to provide quality services to the community and to attract, recruit, retain manage and develop our staff. The Council and Executive of the Shire take a unified approach and we are proud of our staff and their contribution to achieving the goals and objectives set for them by our planning and community consultation processes. Integrated workforce planning is a relatively new discipline and we have embraced the concept and started our journey.

Our Community values and aspirations will underpin our workforce planning and decision making processes.

We are committed to continuous improvement and integration of workforce requirements and needs is pivotal in ensuring we have the right people in the right place and at the right time to be able to continue to meet the changing requirements and challenges posed by government, community, employment and economic environments.

We aim at all times to be flexible to accommodate the wellbeing of our staff and their families and to reflect the lifestyle of our community enjoys. This also helps us to attract and retain the level of skills and expertise to fulfil our legislative requirements and to provide quality and affordable services for our community.

This workforce plan has been developed to address the requirements of the Local Government Act 1995 section S5.56 (1) A “plan for the future” and the associated Regulations.

TABLE OF CONTENTS

INTRODUCTION ...... 4

FOUR STEPS OF WORKFORCE PLANNING ...... 8

INTERNAL AND EXTERNAL ENVIRONMENT AND WORKFORCE ...... 8

External environment ...... 9

Current organisational structure ...... 10

Analysis of current workforce data ...... 11

STRATEGIC COMMUNITY PLAN WORKFORCE IMPLICATIONS ...... 13

STRATEGIES TO MEET FUTURE WORKFORCE NEEDS ...... 14

Strategies to meet future requirements ...... 14

MONITORING AND EVALUATION ...... 14

Achieving the objectives of the Strategic Community Plan ...... 14

INTRODUCTION

Background The Shire of Trayning covers an area of 1,632km2 consisting of agricultural land, nature reserves and national parks in the north eastern wheat belt region of . There are three townships within the Shire, being Trayning, and Yelbeni.

Some general statistics for the year ending 30 June 2012 were:

Area (km2) 1,632 Population 352 Km roads – unsealed 594 Km roads – sealed 180 Townsites 3 Centres Kununoppin, Trayning, Yelbeni Density (persons/km2) 0.22

The Shire was first established in 1915 as the Korrellocking Roads Board. This name was changed in 1912 when it was known as the Ninghan Road District between 1912 and 1923. This was followed by a change in 1923 to the Kununoppin – Trayning Road District.

In 1961 Yelbeni was included and the name became the Trayning, Kununoppin, Yelbeni Road District. In 1961 it became a shire for the first time and was known as Trayning, Kununoppin, Yelbeni Shire Council.

This was considered too long and was shortened in 1965 to what we know today as the Shire of Trayning. The Shire incorporates the three towns

of Trayning, Kununoppin and Yelbeni.

Trayning lies 235 kilometres east of on the Goomalling/Merredin Road. We have a population of approximately 352 people and are mostly a farming community devoted to wheat, coarse grains and various livestock.

“The Shire of Trayning is an active, safe and vibrant community that works together with honesty and is respectful of the values of all. We are committed to a progressive, diverse and profitable community that supports healthy lifestyles sustained by positive social values and engaged youth. Our natural assets are valued, protected and enhanced for future generations.”

Broad acre dry land farming is the backbone of the Central Wheatbelt. Around 40% of the States grain harvest comes from the region. The region holds many heritage sites and museums that illustrate the evolution of the grain industry, the machinery used and the

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dedication of generations of farmers and railway people in establishing the efficient industry there is today.

Business in the Shire of Trayning consists mainly of mixed farming (wheat and other cereals, wool, sheep, cattle and pigs) and support industries (light industrial, agricultural agencies, transport operations).

Trayning has natural granite outcrops, native birds, insects, reptiles, woodlands and stunning panoramas of wildflowers in season which are all easily accessible here. Just 70 kilometres from Merredin in the heart of the North Eastern Wheatbelt, with good roads, the Shire attractions are well sign posted with maps readily available.

The name ‘Trayning’ was given to the district after the ‘Trayning Well’ and the name for the well was derived from two aboriginal names ‘Durri-iring’ or ‘Duranning’. The words mean ‘to crawl’, and ‘a camping place’ and over time became known as ’snake crawling in the grass near campsite’.

Integrated Planning Framework Long term financial planning is a key element of the Integrated Planning and Reporting Framework. It enables the Shire to set priorities, based on their resourcing capabilities, for the delivery of short, medium and long term community priorities.

The Long Term Financial Plan is a ten year rolling plan that informs the Corporate Business Plan to activate Strategic Community Plan priorities. From these planning processes, Annual Budgets that are aligned with strategic objectives can be developed.

The Long Term Financial Plan indicates the Shire’s long term financial sustainability, allows early identification of financial issues and their longer term impacts, shows the linkages between specific plans and strategies, and enhances the transparency and accountability of the Council to the community.

The following figure illustrates how the Long Term Financial Plan informs the Integrated Planning and Reporting Framework.

The Strategic Community Plan sets out the vision, aspirations and objectives for the community over the next 10 years. It is the principal strategy and planning document. This means that it governs all of the work that the Shire undertakes, either through direct service delivery, partnership arrangements or advocacy on behalf of the community. The clear direction set by the Council ensures asset and service provision is focused to meet the requirements of the community, now and into the future.

This Workforce plan identifies and reports on the internal capacity to meet current and future needs of the goals and objectives of the Shire and the Community, both in capacity and

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capability. It identifies the gaps or surplus in human, assets or financial resources and identifies strategies to ensure there are the right people in the right place and at the right time to deliver on expectations.

Our Services Statement of Objective The Shire of Trayning is dedicated to providing high quality services to the community through the various service orientated programs which it has established.

Shire of Trayning Mission Statement To excel at providing fair, efficient and effective services and facilities which enhance the quality of life for all residents.

Shire of Trayning Vision Statement The Shire of Trayning is an active, safe and vibrant community that works together with honesty and is respectful of the values of all. We are committed to a progressive, diverse and profitable community that supports healthy lifestyles sustained by good social values and engaged youth. Our natural assets are valued, protected and enhanced for future generations.

Service programs The Shire delivers a wide range of services and facilities to the community. The revenues and expenditure of the Shire are required to be classified in accordance with legislation. The Local Government (Financial Management) Regulations 1996 (Schedule 1 Part 1) specify the minimum program classifications to be disclosed.

In order to discharge its responsibilities to the community, Council has developed a set of operational and financial objectives. These objectives have been established both on an overall basis and for each of its broad activities/programs.

GOVERNANCE Administration and operation of facilities and services to members of Council. Other costs relate to the tasks of assisting elected members and ratepayers on matters which do not concern specific Council services.

GENERAL PURPOSE FUNDING Rates, general purpose government grants and interest revenue.

LAW, ORDER, PUBLIC SAFETY Supervision of various local laws, fire prevention, emergency services and animals.

HEALTH Food quality control, pest control, immunisation services and community health service inspection.

EDUCATION AND WELFARE Operation of Home and Community Care services, assistance to playgroups and other voluntary services.

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HOUSING Maintenance of staff and rental housing.

COMMUNITY AMENITIES Refuse collection services, operation of refuse sites, maintenance of cemeteries, septic tank inspection and pump out services, storm water drainage maintenance and regional development.

RECREATION AND CULTURE Maintenance of halls, community centres, aquatic centre, recreation facilities and reserves, operation of library, TV retransmission and preparation of Shire history.

TRANSPORT Construction and maintenance of streets and roads, cleaning and lighting of streets, depot maintenance, airstrip maintenance and vehicle licensing services.

ECONOMIC SERVICES Regulation and provision of tourism, area promotion, building control, noxious weeds, vermin control and economic services.

OTHER PROPERTY & SERVICES Private works operations, plant repairs and operation costs.

Service Levels It is proposed that existing service levels will be maintained for all operational areas in formulating this plan. However, a key objective in the Corporate Business Plan is to improve existing service levels in the longer term whilst continuing to achieve annual operating surpluses each year to fund the provision of infrastructure.

The Shire of Trayning employs 18 FTE’s. Activity over the period covered by this Plan is expected to be ‘business as usual’ and no significant changes to its operations are envisaged that arise from the Strategic Community Plan or others.

Staff turnover is generally one or two positions per year. The Shire seeks to recruit locally wherever possible.

External factors such as local government mergers or devolution of State services may have an influence but at this stage have not been considered as part of the workforce plan.

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FOUR STEPS OF WORKFORCE PLANNING

The methodology used follows the practice and principles of the WA Department of Local Government’s Workforce Planning Guidelines.

There are four distinct stages as outlined in the diagram and the process was carried out in a consultative and capacity building manner to ensure ownership and sustainability. This plan will be used to guide recruitment, retention and workforce growth, development or changes over the term of its life.

This document addresses these steps.

INTERNAL AND EXTERNAL ENVIRONMENT AND WORKFORCE An analysis of the demographic profile of the Shire has been undertaken as part of the Strategic Community planning process.

In the 2011 Census there were 352 people in the Shire (54.6% were male and 45.4% were female). The median age of was 44 years with children aged 0 - 14 years making up 18.4% and people aged 65 years and over making up 20.7% of the population.

There was 21.2% of people were attending an educational institution. Of these, 45.9% were in primary school and 13.5% in secondary school and 32.4% in an educational establishment other than a tertiary or technical institution.

The most common ancestries in the Shire were English 32.5%, Australian 37.4%, with the majority of the remainder being of Scottish or Irish descent.

There were 169 people who reported being in the labour force in the week before Census night and of these 70.2% were employed full time, 23.4% were employed part-time and 6.4% were unemployed. The most common occupation were managers comprising 45.8% of the workforce followed by technicians and trades workers (12.2%), labourers (8.3%), and clerical and administrative workers (9%).

Of the employed people in the Shire, 45.5% worked in agriculture. Other major industries of employment included health care and social assistance (13.5%), school education (8.3%), and public administration and safety (7.7%).

There were no ethnic minority, culturally and linguistically diverse or indigenous groups within the community of significant size.

The overall population though shows a decline in total population from 415 in 2001 to 342 in 2011. Source - Australian Bureau of Statistics 2011 Census (Released at 11:30 AM (AEST) 28/03/2013)

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POPULATION Projected annual growth in population 2.50%

Population WA Population - Shire of Trayning 2.00%

1.50%

1.00%

0.50%

0.00%

-0.50%

-1.00%

-1.50%

The major economic activity of the region is agriculture; this is also not expected to change although some diversification of the local economy may assist in reducing reliance on a major single sector.

The main activities of the Shire are:

• Maintenance of a transport (road) network; • Provision of recreation facilities in the Trayning townsite; and • Administration of regulatory services under various State Acts such as Planning and Development, Building, Health etc.

The Shire is not expecting major growth or a shift in community expectations in the immediate future that may affect the scope or level of services provided. Closure by the State of the rail network in the district has increased use of local roads by heavy vehicles and may require an increase in the capacity of the Shire’s transport network maintenance capacity.

Community expectations of service levels are reasonable, and feedback from community consultation undertaken indicates the community is satisfied with the level and scope of services provided. Community expectations with respect to the scope and type of recreational services provided is not expected to change.

While the volume of work undertaken by the Shire remains relatively stable, its complexity is increasing. Regulatory requirements to be administered by the Shire grow and appear to continue to do so.

The Shire essentially provides services within its means – the level of funding available tends to drive activities and services.

External environment

The Local Government industry has for a number of years been under threat of amalgamations, whilst this threat has diminished somewhat, due to change in government policy, local government must continue with, and expand on, a collaborative approach to service delivery. A number of governance arrangements are in place to ensure the future sustainability of communities through the provision of resource sharing, diversification and a growing use of

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Regional Organisations of Councils to achieve future economic, environmental and social sustainability for the region.

The North Eastern Wheatbelt Regional Organisation of Councils is the ideal vehicle to achieve results in this area.

The downturn in the mining industry has had a positive impact on local government in terms of staff recruitment, particularly in the works and services area, however, in planning for the workforce there are a number of external pressures to take into account that are beyond the Shire’s ability to control, however, strategies to address them must be taken into account in the overall planning process. These include, but are not limited to:

 The rural economy - threats that underline the rural economy include climate change, changing rainfall patterns, transport network, support services and continuing changes in farm management. Rural production has seen changes to its approach to permanent labour force, introduction of "global" servicing, evolution of technology, crop diversification, hub suppliers and distribution. These changes have, over time seen the reduction of local suppliers, reduced requirement for a localised workforce and subsequently a reduction on the local population. The Shire's role is to see that public infrastructure; road and transport links are well maintained and facilitate economic development in the district.  Competition from other Local Governments and regional industries for current and potential workforce skills and knowledge.  Downward trend in working population for smaller towns making it difficult to employ local people putting pressure on accommodation and family needs for those employed from other places.  .  Increase in legislative changes related to governance and integrated planning and other associated activities of a local government will require more focus and specific skills and knowledge to ensure communication and compliance.  Increasing cost of living in areas such as government utilities puts further pressure on wages and benefits.  Availability of suitable development training in the region and other costs involved in sending staff to regional centres or Perth

Current organisational structure The Shire is performing reasonably in both governance and management for a local government of this size and location, with systems and processes evolving within the skills and resources constraints. There is a relatively stable Council and the staff demonstrate a positive attitude, however, changes turnover in senior management, particularly in the position of Chief Executive Officer, has the potential to destabilise service delivery Community feedback through the planning process strongly supports the view of satisfaction with the performance of the Council and the Shire administration. The current organisational structure is below:

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The Shire uses contractors to undertake work that is beyond its capacity or normal scope of operations, such as assessment of any complex development applications planning scheme and some aspects of financial management. The Shire also engages road building contractors to assist with the delivery of the annual road construction and maintenance program. This aspect of service delivery should be reviewed to ensure that use of contractors, as opposed to Shire resources, is the most cost effective option.

Analysis of current workforce data The Shire seeks to employ locally wherever possible. This has a number of benefits including a reduced need for Shire provided housing and relocation costs. Turnover of staff and a lack of experience with local government operations has been an issue, with only 3 employees having more than 5 years’ experience. In the past the Shire has had difficulty attracting skilled employees, particularly machinery operators such as final trim grader drivers and other positions where competition from the resources sector for persons with these skills is high, but this has become less problematic recently. Its workforce is relatively stable.

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Age profile

5

4

3

2

1

0

Inside Outside

Current organisational and Workforce Risk Profile Capacity and capability in some areas, workload, knowledge management and succession planning , some aging workforce issues, developing and implementing IT infrastructure and management systems to meet current and changing work patterns in a timely manner and reducing ability to employ local people with advanced skill sets. There are also risk factors in outsourcing and resource sharing options due to the limited skillsets or capacity to set up systems and processes to ensure clear objectives and outcomes and performance management to ensure quality and value for money.

Tenure of Employment Employee turnover is relatively high and therefore the length of service with the Shire is low.

Years of Service

yrs 12 to 15 yrs 8 to 11

yrs 4 to 7

yrs 0 to 3

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Due to the small numbers involved, the Shire does not formally collect data in relation to matters such as turnover or retention rates, employee perception surveys or exit interviews.

STRATEGIC COMMUNITY PLAN WORKFORCE IMPLICATIONS Organisational structure Implications From the community consultation undertaken, key issues of concern are education, health services, Policing and services provided by the State. Other than encouraging efforts by the local community to demand better service levels, lobbying of local State MPs and seeking to influence decision making, there are few measures that the Shire could take to influence outcomes. The Shire does not have the capacity or resources to provide these services itself and is unlikely to be in a position to do so without a significant shift in service provision responsibility or funding for the foreseeable future.

Furthermore, s3.18(3) of the Local Government Act 1995 requires that a local government is to satisfy itself that services and facilities that it provides do not duplicate, to an extent that the local government considers inappropriate, services or facilities provided by the Commonwealth, the State or any other body or person, whether public or private.

Given these limitations, there is little opportunity to use workforce planning by the Shire that will have a meaningful effect on education, health and Police services.

In other areas however, the Shire is able to encourage local medical services such as subsiding GP costs. Economic development is also an issue of concern, and is an area over which the Shire may be able to exert some influence.

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Economic development is also an issue of concern and is an area over which the Shire may be able to exert some influence. A shortage of usable industrial land in the Trayning townsite has been identified as a factor adversely affecting growth and about which the Shire has had discussions with the State land development agency, Landcorp to address. It is proposed that existing service levels will be maintained for all operational areas in formulating this plan. However, a key objective in the Corporate Business Plan is to improve existing service levels in the longer term whilst continuing to achieve annual operating surpluses each year to fund the provision of infrastructure.

Strategic Community Plan priorities

The Strategic Community Plan states vision, purpose, values and goals of the community to help the Shire plan for the future. The priorities for achieving the plan’s objectives are defined as short, medium or long term. Strategies of an ongoing nature will also set priorities for the short and medium term. The Corporate Business Plan activates these strategies to achieve the realisation of our community’s vision and aspirations.

It is proposed that the implementation of the strategies outlined in the Strategic Community Plan will be pursued within the existing workforce resources of the Shire.

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STRATEGIES TO MEET FUTURE WORKFORCE NEEDS Strategies to meet future requirements

As noted above, it is expected to be ‘business as usual’ for the Shire and little changes are expected for the period covered by this plan. The only change is the discontinuation of the part time position of Special Projects Officer and the part time Rates Officer. In lieu of these two positions an additional full time Customer Service Officer position will be created.

There were no gaps identified by the community in terms of services provision by the Shire in relation to matters under its direct control.

The measures undertaken by the Shire in terms of succession planning and the like are considered commensurate with its size and scale of operations.

Council will consider undertaking a review of the outside workforce to determine the best option for the delivery of the annual works program.

The Shire is also considering the establishment of a regional road construction crew with other NEWROC members.

MONITORING AND EVALUATION Achieving the objectives of the Strategic Community Plan

The new requirements for Integrated Planning by the Shire recognise the importance and value of planning and regular review. The Shire is to review their Strategic Community Plan at least once every four years and the Corporate Business Plan for the district each year.

This monitoring and review process will involve the following questions:

Have we delivered Strategic Community Plan and Workforce Planning outcomes? Have we delivered what the community expected?

 Have we achieved / made progress towards planned outcomes for the workforce and organisation?  What progress have we made against performance indicators?

Given the limited role workforce planning is expected to have on these questions, there are no performance indicators in the Plan in this version. However, over time and as matters unfold this may change.

This plan will be reviewed annually as part of the planning cycle and adjusted and reported on accordingly to ensure ongoing integration with the long term financial and asset management plans. All updates will be communicated to relevant stakeholders.

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For Further Information please contact The Chief Executive Officer

Shire of Trayning Address Railway Street, Trayning Western Australia 6488

Telephone 08 9683 1001 Fax 08 9683 1040 Email [email protected] Website www.trayning.wa.gov.au

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