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Resourcing Strategy RESOURCING STRATEGY JUNE 2018 Contents About the Resourcing Strategy 4 Strategic Outlook 10 Community Engagement 12 Scenarios 13 Developing the Strategy 14 Resourcing Challenges 16 Resourcing Overview 18 Asset Management Strategy 20 Long Term Financial Plan 28 Workforce Strategy 31 Information Communication Technology (ICT) Strategy and Plan 34 Monitoring our Peformance 36 Attachments Asset Management Strategy Long Term Financial Plan Workforce Strategy Resourcing Strategy 1 Recognition for the Darug People Nunanglanungdyu baramada gulbanga mawa naa baramadagal darug ngurrawa badura baramada darug yura. We respectfully acknowledge beginning of time (The Dreaming). City of Parramatta is committed the Traditional Owners and The name Parramatta is a derivation to playing an active role in making custodians of the land and waters of the word Burramatta or “place this future a reality, and has of Parramatta, the Darug peoples. where the eels lie down” (breeding developed and implemented a location for eels within the Reconciliation Action Plan which City of Parramatta recognises the Parramatta River). will assist in supporting the rights Darug peoples as First Australians, of Indigenous Australians to self- peoples of the oldest continuous City of Parramatta recognises the determination, equal employment living culture in the world. significance of this area for all opportunities and economic and Indigenous Australians as a site of social development. For more than 60,000 years, early contact between Indigenous Parramatta has been home to Australians and European City of Parramatta is proud the Darug peoples, the traditional Colonists, and Parramatta remains to acknowledge the ongoing custodians of the land we call the an important meeting place for stewardship of Country by City of Parramatta today. Indigenous Australians. Indigenous Australians and is committed to the healing process The Darug peoples have cared Indigenous Australians continue to for and nurtured the habitat, of Reconciliation and to ensuring play a vital role in the ecological, Parramatta remains a place of land and waters for thousands economic, social and cultural life of generations, and maintain an choice to live, work and play for of Parramatta, while maintaining a Indigenous Australians. ongoing connection to Parramatta distinct culture built on the principles and its surrounding areas. A modern of Caring for Country, the primacy City of Parramatta’s Reconciliation society can learn from the resilience of family, and the dignity and Action Plan is available on Council’s and community spirit of Aboriginal governance of Elders. and Torres Strait Islander peoples website http://cityofparramatta.nsw. (Indigenous Australians) to ensure a At City of Parramatta we imagine a gov.au. sustainable City for all. future where cultures, histories and rights of all Indigenous Australians Parramatta has always been are understood, recognised and an important meeting place for respected by all Australians. Indigenous Australians, particularly the Parramatta River, which has provided life and vitality since the 2 City of Parramatta Resourcing Strategy | June 2018 Resourcing Strategy 3 About the Resourcing Strategy The City of Parramatta’s Resourcing Strategy 2018-2028 proposes a range of initiatives to address resourcing challenges over the next ten years. The Strategy will be reviewed each year to ensure it reflects and supports the major resourcing decisions of Council and the community. Council’s role Council is not wholly responsibility for delivering all elements of the Community Strategic Plan. This Delivery Program focuses on those activities where Council has a certain level of control over the outcome. Council’s role is to: DELIVER PARTNER ADVOCATE Council delivers a range of programs Council builds and facilitates strategic Where not in direct control of programs and services including: waste partnerships with federal and state and services, Council gives voice to the collection, libraries, child care, government agencies, the private needs and aspirations of the community maintenance of local roads and sector, and/or a range of other service by advocating for changes in policy public spaces, recreation facilities and providers, who will all contribute to and action at the relevant levels of programs, community care, special delivering the Strategic Plan. government and industry to bring about events and regulatory functions. the best outcomes for our community. 4 City of Parramatta Resourcing Strategy | June 2018 The Resourcing Strategy provides Through the Delivery Program 2018- a roadmap to meet our City’s 2021 and Operational Plan 2018/19, changing needs in the most Council has identified the principal affordable way. Council cannot activities it will carry out over the afford to do everything, nor can next three years, and the assets, it afford to undertake everything budget and people required to immediately. We must prioritise make them happen. the most urgent and important activities, and undertake a phased This Resourcing Strategy takes a approach to delivering programs longer-term view. Importantly, the and projects where necessary. Resourcing Strategy responds to the operational needs of Council This Resourcing Strategy with regards to the long-term summarises Council’s response to management of our finances, how we will prioritise and allocate people (workforce), assets and the resources necessary to deliver information communication the vision, priorities and aspirations technology. It takes into of our community, as articulated in consideration both Council’s current the Community Strategic Plan 2018- and future capacity to deliver. 2038, all while ensuring financial sustainability. The Resourcing Strategy will be reviewed each year to ensure we The successful implementation of are continually responsive and the Community Strategic Plan is not flexible in a changing environment. the sole responsibility of Council. A full and comprehensive review Other levels of government, private of the Resourcing Strategy will be enterprise, community groups, not- carried out every four years as part for-profits and/or other providers of the review of the Community will play a role in its delivery. The Strategic Plan. Resourcing Strategy largely focuses on programs, projects and services that are the responsibility of Council. Council’s role, depending on the activity being undertaken, is to Deliver, Partner or Advocate (see page 4). By building effective partnerships, taking a strong leadership role, and delivering on its commitments, Council plays a pivotal role in shaping places and supporting local people to lead fulfilling lives. Resourcing Strategy 5 The Structure The Resourcing Strategy is made About the resourcing components The Workforce Strategy takes up of three integrated components: a long-term view of Council’s The Asset Management workforce needs. It aims to 1. Asset Management Strategy Strategy includes Council’s Asset ensure Council’s workforce is well and plans Management Policy and plans. resourced and structured, with the It sets out the broad framework 2. Long Term Financial Plan capacity to respond to and deliver for undertaking structured and the commitments defined in the 3. Workforce Strategy and Plan coordinated asset management Community Strategic Plan 2018- over the next ten years, outlines 2038 and Delivery Program A fourth component, Information why and how asset management 2018-2021. Communication and Technology will be undertaken, and provides (ICT), is currently in development and key principles that underpin our The ICT Strategy and Plan will will be included as part of our review approach to asset management. It support Council to improve in 2019. Though not required under also looks at the main challenges customer service, both internally and current legislation, we consider we may face when delivering assets externally. Council has already made ICT to be a crucial component over the next ten years, and takes a substantial investment in ICT of our resourcing strategy, given into consideration our community’s infrastructure, including corporate the investment we make in ICT expectations around acceptable information systems, websites, data infrastructure. Optimising our ICT levels of service. centres, data and voice networks, is critical to providing high quality desktop and mobile computers, and customer service and effective and The Long Term Financial Plan is mobile devices. The ICT Strategy efficient operations. a decision-making and problem- will prioritise mobile and online solving tool that tests long-term electronic solutions, optimise community aspirations and goals Council’s existing systems and against financial realities. It is not applications, enhance productivity, intended to be set in concrete. accessibility and customer Rather, it is a guide for future experience, and support innovation. planning and action. The modelling helps Council to respond to unexpected events and manage risks. It also provides Council with the ability to identify financial issues early in the process, and mitigate or manage the effect of these issues in the long term. 6 City of Parramatta Resourcing Strategy | June 2018 Resourcing Strategy 7 Integrated planning and reporting The main benefit of prudent The Community Engagement The Operational Plan incorporates forward planning for ratepayers Strategy is based on the social all the actions Council will undertake is its focus on delivering justice principles of access, equity, in the
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