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 Western Australia. There are three townships within the Shire, being Trayning, Kununoppin 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 Perth 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 Workforce Plan 2016 page | 4 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 Workforce Plan 2016 page | 5 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. Workforce Plan 2016 page | 6 HOUSING Maintenance of staff