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Business Plan-Human Resource Component

Mid West Group of Councils

August 2010
1.1 People Current State
The four Shires are reasonably aligned in culture with a history of regional co-operation over the past 20 years. They have similar workforces and
communities, although the mining activities in Perenjori and Morawa are presenting different opportunities and challenges. By comparison to many
country local governments they have stable workforces who are generally competent to deliver services to their communities. Specific roles and
positions are hard to identify or compare across the region as where there are position descriptions, they are mostly generic or out of date.
Constraints relating to managing the human resources assets are evident in time, skills, capacity and knowledge among the senior and supervisory
staff. Some essential services are outsourced or shared. There are good and appropriate relationships across the region and within the Shires
between Elected Members and Staff.

1.1.1 Comparative analysis of functional considerations

The current situation in People, HR and Workforce Management across the four participating Shires is outlined in the tables below.

Mingenew Morawa Three Springs Perenjori

Policy An Organisational policy An Organisational policy An Organisational policy An Organisational policy

manual is in place
developed by a consultant,
with some evidence of
implementation in relation
to operational procedures
across the Shire, but little in
legislative and HR
management context.
Contains a mixture of
organisational, operational
and governance policy and
procedure that would be
more effective if
documented and managed
separately.
manual is in place developed by
a consultant, with some
evidence of implementation in
relation to operational
procedures across the Shire, but
little in legislative and HR
management context. Contains
a mixture of organisational,
operational and governance
policy and procedure that would
be more effective if documented
and managed separately.
Addresses most aspects of the
Organisation. There is often not
a direct between a policy and
manual is in place
developed by a consultant,
with some evidence of
implementation in relation
to operational procedures
across the Shire, but little in
legislative and HR
management context.
Contains a mixture of
organisational, operational
and governance policy and
procedure that would be
more effective if
documented and managed
separately.
manual is in place developed by
a consultant, with evidence of
implementation in relation to
operational procedures across
the Shire, but less in legislative
and HR management context.
Contains a mixture of
organisational, operational and
governance policy and
procedure that would be more
effective if managed separately.
Also the Manual contains some
regional council and resource
sharing processes.
 Mingenew
They address most aspects
of the Organisation,
although somewhat generic
in nature. There is often not
a direct between a policy
and related procedures
There is limited resource
available to support
development or
implementation.
Policies and procedures
cover Members,
Administration, Finance,
Personnel, Housing,
Council Buildings,
Reserves, Parks and
Gardens. Works, OSH and
Building Approvals.
Complaints and Grievances,
Code of Conduct, EEO and
Purchasing
Reviewed last in 2009
Community Safety and
Management Plans in
Crime Prevention
place
Disability and Inclusion
Waste Management
Plan for the Future
EEO and Diversity
Public Interest Disclosure
LEMC
Customer Service Charter
Morawa
the related procedures. There is
limited resource available to
support development or
implementation.
Policies and procedures cover:
Administration, Buildings,
Finance, Health, Industrial,
Law, Order and Public Safety,
Plant and Equipment, Roads,
Recreation, Town Planning,
Economic Development, and
Gravel Pit rehabilitation.
Reviewed last in 2010
Community Safety and Crime
Prevention
Disability and Inclusion
Waste Management (In Part)
Code of Conduct
Plan for the Future
Risk Management (in part)
LEMC
Three Springs
They address most aspects
of the Organisation,
although somewhat generic
in nature.
There is often not a direct
between a policy and
related procedures
There is limited resource
available to support
development or
implementation.
Policies and procedures
cover: Members;
Administration; Finance;
Personnel; Housing;
Council Buildings; Works
; OSH;EEO; Complaints
and Grievances; Codes of
Conduct
Reviewed last in 2010
EEO and Diversity Plan
Community Safety and
Crime Prevention
Disability and Inclusion
Waste Management
Plan for the Future (little
evidence of implementation
plan)
Public Interest Disclosure
Perenjori
They address most aspects of the
Organisation, and seem more
tailored, but policy and
procedure do not have direct
relationships in many instances.
There is limited resource
available to support
development or implementation.
Policies and procedures cover:
Administration; Plant; Works;
Finance; Housing; Council
Buildings, Reserves, Parks and
Gardens; Health Building and
Planning; Employees; OSH;
Reviewed last in 2009 with good
review document trail
EEO and Diversity
Community Safety and Crime
Prevention
Disability and Inclusion
Waste Management (in part)
Plan for the Future
LEMC
 Mingenew Morawa Three Springs Perenjori
LEMC
Customer Service Charter
EEO and Diversity EEO and Diversity Fraud Control Fraud Control
Management Plans not in
Fraud Control Fraud Control Governance Framework Governance Framework
place
Governance Framework Governance Framework Risk Management Risk Management Framework
Risk Management Strategic HR Plan Framework Strategic HR Plan
Framework Recruitment and Retention Plan Strategic HR Plan Recruitment and Retention Plan
Strategic HR Plan Change Management Plan Recruitment and Retention Change Management Plan
Recruitment and Retention (under development) Plan (under development)
Plan Displaced Employees Plan Change Management Plan Displaced Employees Plan
Change Management Plan (under development)
(under development) Displaced Employees Plan
Displaced Employees Plan

HR Roles and Functions

Administration 1 (2%) 5 staff ( 10 -40% of time ) 1 (2%) 2 (10%)

3 (5%)
Recruitment 2 (2%) 3 Staff (5%) 2 (2%)
2 (15%)
Payroll 1 (7.5%) 1 staff (20%) 1 (7.5%)
1 (5%)
HR Records Management 1 (2%) 1 staff (10%) 1 (2%)
4 (5%)
Performance appraisal 2 (2%) 3 staff (5%) 2 (2%)
management
-
Secretarial work - 1 staff (5%) 1(2%)-

Advertising Local and State Newspapers Local and State Newspapers Local and State Online, Local, State Newspapers
Newspapers

Recruitment In-house recruitment In-house recruitment In-house recruitment In-house recruitment

 Mingenew Morawa Three Springs Perenjori

EAP No No No No

Current Award /Agreement Award + Federal Agreement Award+ Award + Federal Agreement

1.1.2 Annual Human Resource Costs

The identified staff and other specialist serves costs to date. They would be difficult to compare across the four Shires as data is recorded differently

Mingenew Morawa Three Springs Perenjori

Total Staff Costs (admin and outside all $984,083 $1,582,377 $1,346,966 $1,800,000*
cost included)

Consultants $26,000 $7,436 $24,000

Contractors $36,900 $40,400 $57,680 $48,840

HR Expenditure (total) - $ $1,046,983 $1,630,213 $1,428,646 $1,848,840*

Training Budget Outside Staff 10,000 13,050 $12,650 $22,000

Training Budget - Admin Staff 10,600 14,000 12,000 $17,000

Admin Staff Conference Budget 10,500 5,000 0 $ 5000

Training Budget 10/11 (% Staff Budget) $31,100 (3.15%) $32,050 (1.97%) $24,650 (1.83%) $44.000 (2.4%)

Midwest Regional Council $24,000 $17,000 $24,920 $29,000

MWC Zero Waste Strategy $10,000 $10,000 $10,000 $10,000

*approximate costs due to way employment costs are budgeted to include some employment related capital costs in housing.
SWOT analysis
The following analysis is based on observation over the last 13 weeks, review of documentation, Shire information and data, staff meetings, staff and Elected
member surveys and the outcomes of the Local Government Structural Reform Checklist process.
Mingenew
Strengths
The culture of the Shire is positive with an effective change
management and communication approach in place
Desire to work across the region to provide improved facilities and
services to the community
Strong management evident in works and services area
Good working relationship between CEO and Council
Stable staff base
Locality in relation to the Midwest Regional Centre (Geraldton)
Strong community with high sporting and recreational culture
Opportunities
HR development strategies to underpin strategic direction and local
employment opportunity
Redevelopment and redeployment of staff to reduce multitasking
Review of Organisational structure and the management of resource
sharing
Progression of amalgamation strategy to build capacity, resources and
career paths to meet Proficient Organisational Capacity requirements
Additional economic development opportunities with restructure
and reform
Weaknesses
Limited senior and professional staff in organisational structure
although resource sharing with Three Springs
Policies and procedures in place but not communicated or
implemented in full
Low OSH management systems compliance
Workload and travel for shared finance professionals and CEO high
Limited grant writing and community development resources
Limited evidence of HR management and employee development
HR record keeping and data collection seem inadequate
Low level of educational and community facilities and services that
may affect recruitment of senior and professional staff
Low level of people management skills
Limited career paths for staff Inability to adequately meet Local
Government Department Criteria in relation to Principal Area 5
Proficient Organisational Capacity
Threats
Legal or financial consequences in HR and Industrial Relations
compliance requirements
Staff recruitment and retention constraints in the current and future
mining developments
Continued availability of consultants, contractors and resource
sharing options in current industrial climate.
Skills and knowledge loss if not managed well that may affect
services and function of the Shire
Morawa
Strengths
The culture of the Shire is positive with an effective change
management and communication approach in place
Desire to work across the region to provide improved facilities and
services to the community
Strong leadership and administrative management
Good working relationship between CEO and Council
Stable staff base
Educational and community facilities and services that may assist in
senior and professional staff
Strong economic growth potential with mining developments
OSH management systems compliance demonstrated in audit, with
only work to do in Emergency Response before reaching
compliance status.
Economic development strategy and staff resource
Skills and knowledge in Health and Development
services
Opportunities
HR development strategies to underpin strategic direction and local
employment opportunity
Development or redeployment of staff to reduce multitasking
Increasing the focus of training and development through improved
performance appraisal processes.
Progression of amalgamation strategy to build capacity, resources
and career paths to meet Proficient Organisational Capacity
requirements
Additional economic development opportunities with restructure
and reform
Weaknesses
Organisational policies and procedures in place but not all
communicated or implemented in full
Health Building and DCEO role combined posing a risk in staff
turnover.
Limited evidence of focussed HR management and employee
development
HR record keeping and data collection seem inadequate
Inability to adequately meet Local Government Department Criteria
in relation to Principal Area 5 Proficient Organisational Capacity
Inefficient performance management system that does not link
position descriptions with KPIs to appraisal process.
Threats
Legal or financial consequences in some HR and Industrial
Relations compliance requirements
Staff recruitment and retention constraints in the current and future
mining developments
Skills and knowledge loss if not managed well that may affect
services and function of the Shire
Ability to meet the current and future needs in service delivery
without a clear understanding of roles, functions and KPIs
Perenjori
Strengths
The culture of the Shire is positive with an effective change
management and communication approach in place
Desire to work across the region to provide improved facilities and
services to the community
Strong leadership and administrative management
Good working relationship between CEO and Council
Stable staff base
Educational and community facilities and services that may assist in
senior and professional staff
Strong economic growth potential with mining developments
OSH management systems compliance demonstrated in audit, with
only work to do in Emergency Response before reaching required
Compliance status.
Economic development strategy and staff resource
Skills and knowledge in Health and Development
services
Opportunities
HR development strategies to underpin strategic direction and local
employment opportunity
Development or redeployment of staff to reduce multitasking
Increasing the focus of training and development through improved
performance appraisal processes.
Progression of amalgamation strategy to build capacity, resources
and career paths to meet Proficient Organisational Capacity
requirements
Additional economic development opportunities with restructure
and reform
Weaknesses
Organisational policies and procedures in place but not all
communicated or implemented in full
Limited evidence of focussed HR management and employee
development
HR record keeping and data collection seem inadequate
Inability to adequately meet Local Government Department Criteria
in relation to Principal Area 5 Proficient Organisational Capacity
Outside workforce development and appraisal does not appear
robust
Threats
Legal or financial consequences in some HR and Industrial
Relations compliance requirements
Staff recruitment and retention constraints in the current and future
mining developments
Skills and knowledge loss if not managed well that may affect
services and function of the Shire
Ability to meet the current and future needs in service delivery
without a clear understanding of roles, functions and KPIs
Three Springs
Strengths
The culture of the Shire is positive with an effective change
management and communication approach in place
Desire to work across the region to provide improved facilities and
services to the community
Reasonably stable staff base
Strong community
Sound financial and health services skill base
Opportunities
HR development strategies to underpin strategic direction and local
employment opportunity
Review of management structure to increase effectiveness and
efficiency with underpinning skills and capacity analysis
Increasing the focus of training and development through improved
performance appraisal processes.
Progression of amalgamation strategy to build capacity, resources and
career paths to meet Proficient Organisational Capacity requirements
Additional economic development with restructure and reform.
Weaknesses
Organisational policies and procedures in place but not all
communicated or implemented in full
Limited evidence of focussed HR management and employee
development
HR record keeping and data collection seem inadequate
Inability to adequately meet Local Government Department Criteria
in relation to Principal Area 5 Proficient Organisational Capacity
Plan for the future not linked to organisational implementation
Management structure does not appear to be working efficiently and
effectively in shared resources area
OSH management systems inadequate to meet compliance, although
no evidence of unsafe working environment
Relationship between CEO and Council not optimal
Inefficient performance management system linking position
descriptions with KPIs to appraisal process.
Threats
Legal or financial consequences in some HR and Industrial
Relations compliance requirements
Staff recruitment and retention constraints in the current and future
mining developments
Skills and knowledge loss if not managed well that may affect
services and function of the Shire
Ability to meet the current and future needs in service delivery
without a clear understanding of roles, functions and KPIs
Summary Outcomes
Across the four Shires the top three issues and opportunities are outlined in the table below.
Strengths
The culture of the Shires is positive with an effective change
management and communication approach in place
Desire to work across the region to provide improved facilities and
services to the community
Stable staff base
Opportunities
Progression of amalgamation strategy to build capacity, resources
and career paths to meet Proficient Organisational Capacity
requirements
Additional economic development with restructure and reform
HR development strategies to underpin strategic direction and local
employment
Weaknesses
Organisational policies and procedures in place but not all
communicated or implemented in full
Inability to adequately meet Local Government Department Criteria
in relation to Principal Area 5 Proficient Organisational Capacity
Limited evidence of focussed HR management and employee
development
Threats
Ability to meet the current and future needs in service delivery
without a clear understanding of roles, functions and KPIs
Staff recruitment and retention constraints in the current and future
mining developments
Legal or financial consequences in some HR and Industrial
Relations compliance requirements
2 Amalgamated State

2.1 People
In the amalgamated state the Shire would be in a stronger position to progress the strategic objectives by having a sound understanding of the workforce
in relation to skills and knowledge, that will allow them to have effective and efficient work teams with a more focussed approach to specific functions
and services. In addition integrating similar roles and functions across the four Shires will bring a wealth of knowledge and experience together where
the best practices of the region can form the basis of the new Shires practices and processes and service levels.

With additional professional support in governance and compliance, human resource, IT and records management, the Shire will be positioned to be an
employer of choice and be better able to compete in the competitive employment markets.

The proposed ward management structure that will effectively manage operations, will allow the CEO and the specialist economic and community
development team to work on the business of organisational and regional development and growth.

The Shire staff will also be better resourced and supported to develop and manage the sustainability requirements of the Federal and State Government
in long term financial planning, asset management, strategic and workforce planning as well as risk management.

Elected Members will be better resourced in training and development, as well as better remunerated for their contribution to the Shire.

2.1.1 Analysis of functional considerations

Policy
The amalgamated entity will have the rare benefit of being able to implement and communicate best practice policies and procedures as the integration
of the four workforces and new staff affords the opportunity to reach all staff and induct them to the new Shire. Many staff will have contributed to
compiling and / or reviewing policy during the transition period which gives rise to more awareness and ownership. The establishment of a specialist
human resources resource will ensure that the Shire maintains and builds on this best practice opportunity. The proposed policy manuals will include
Governance, Organisational, Human Resources and Occupational Safety and Health Manuals that will be made available in all relevant areas as well as
electronically recorded and version controlled.

Plans
The New Shire will comply with legislative requirements and government recommendations in relation to Organisational plans for the effective
management of the workforce.

These will include:

Change Management Plan
Community Safety and Crime Prevention
Customer Service Charter
Disability and Inclusion Plan
EEO and Diversity Plan
Emergency Management and Evacuation
Fraud Control Plan
Governance Plan
Human Resources Plan
Industrial Relations Management plan
LEMC
Occupational Safety and Health
Public Interest Disclosure
Recruitment, Retention and Displaced Employees Plan
Risk Management Plan
Strategic Workforce Plan

Some of these plans are currently in place and they will be appropriately integrated, the rest will be developed in the transition phase. Appropriate
legislative reporting and audit requirements will be built into the processes that underpin them.
Cultural integration and development
The Change Management and Communication Plan approved and implemented in the planning phase will be used as the basis for cultural integration
and a key focus of the transition phase will be to involve all staff across the region in the development of processes, policy and workflows. This will be
supported by a Change Management Peer Support group of employees who will have full access to the CEOs and the Project officer to ensure an early
intervention approach to cultural issues arising.

Human resource structure

The new Shire will have a key focus on human resource management led by the CEO and resourced through a dedicated HR and OSH Manager. All
Managers and Supervisors will receive training and development in people and workforce management to enable them to carry out their responsibilities
in this area. This will be under pinned by robust systems and processes and effective record keeping. Industrial relations support will continue to be
provided on contract to ensure up to date and impartial professional advice as required.

The Human Resources Manager will be accommodated in the same Ward as the CEO and have a role in the strategic and operational planning activities
of the Shire. It is anticipated that little new accommodation or infrastructure will be required to accommodate this position. Critical to the success will
be the implementation of an electronic Human Resources Management System that should be installed and populated in the transition phase.
2.1.2 SWOT analysis
Strengths
The culture of the Shires is positive with an effective change
management and communication approach in place
Across the region desire to provide improved facilities and services
for the community and maintain economic stability and local
identity.
Stable staff base that is generally competent and the ability to
redeploy or embraced redesign of their roles and functions to effect
the necessary changes to deliver more effectiveness and efficiency
where required.
Opportunities
Progression of amalgamation strategy to build capacity, resources and
career paths to meet Proficient Organisational Capacity requirements
Increased efficiencies and effectiveness in services and functions
through restructure and redesign.
Ability to attract higher level of professional and management skills
and knowledge
Ability to better influence the future of the region through increased
grant funding and other resources and Elected Member training and
development
Weaknesses
Common vision and expectations not yet established enough to instil
trust and confidence in staff and community
Uncertainty in final organisational structure and locations of service
teams
Uncertainty of funding arrangements and adequate financial resources
to meet expectations and requirements
Threats
Non acceptance of change in workforce and community
Staff recruitment and retention constraints in the current and future
mining developments
Inability to implement effective organisational structural change that
meets strategic objectives
3 Transitional Action Plan

People
Issue Task Objective Required Action and Timeframes Progress against Actions
Identification of Capacity Audit and Gap Analysis Staff and interviews and validation In progress and 50% of staff have
the current staff with managers to be scheduled and completed initial self assessment.
skills and carried out.
knowledge By October 2011
Skills and knowledge register to be
compiled
By December 2011
Current position descriptions
compiled and validated
By February 2011
Industrial All current awards, benefits salaries and Personal records, financial data Commenced
Relations wages identified reviewed and staff interviewed
By February 2011

Harmonisation plan researched and Plan compiled in consultation with Not commenced
developed legislative and peak bodies, unions
and IR specialists By March 2011

Agreement developed and negotiated for the Agreement negotiation process Not commenced
new Shire in consultation with employees carried out though to logical end.
and the unions Post amalgamation.
Staff Training and Identification of training needs or Review of capacity audit and gap Not commenced
Development recognised prior learning opportunities to analysis outcomes -
address current gaps and build capacity By November 2010
Sourcing appropriate and available skills Research training needs and Not commenced
 and knowledge training providers service providers Nov Dec 2010
Determining budget and availability of staff Review budget and availability of Not commenced
with current workload to attend identified staff By December 2010
programs and courses Complete and implement training Not commenced
Finalisation and implementation of the and up skilling By December 2010
training calendar
HR Structure Recruit for HR Manager By January 2011 Not commenced
Workforce Process map all services and functions of Services and functions to be Not commenced
Planning to meet existing and new Shire to identify required identified and mapping carried out
requirements for roles, functions and services in consultation with management
the new Shire and staff
Organisational By January 2011
Structure
Align with available skills and knowledge Map appropriate staff to Not commenced
with required roles, functions and services requirements
By February 2011
Position Position descriptions compiled and validated Position descriptions developed in Not commenced
Descriptions for all roles in the new Shire consultation with all stakeholders.
By March 2011

Determine redeployment, job redesign,
recruitment requirements and develop the
workforce plan including EEO based
process for internal staff transition and
integration into new roles and positions
Train relevant staff in recruitment,
application and interview processes.
Identify gaps in skills and Not Commenced
knowledge and commence
consultation with staff re potential
roles or functions. Plan to recruit
for gaps.
By April 2011
Identify staff who will participate in
the recruitment process or need to
apply for positions and implement
appropriate training. By April 2011
Appointing roles Formally appoint all positions through Consult, negotiate or recruit as
and positions for redeployment or recruitment appropriate to fill all positions on
new Shire Organisational chart.
By June 2011
Policy and Further development of policy and procedure Policy needs fully scoped and Completed
Procedure manuals to ensure the best of the region are current ones reviewed
enhanced and built upon
Update and integration of policies Commenced
into appropriate manuals
By March 2011
Manuals completed in draft and Not commenced
forwarded for review and approval
By May 2011
Manuals implemented
Post Amalgamation
Governance and These plans will be built in consultation with Required plans identified Completed
HR Related Plans relevant stakeholders and aligned to the
strategic direction and approved governance Integration and compilation of
models formal plans
By March 2011

Manuals completed in draft and

forwarded for review and approval
By May 2011

Manuals implemented
Post Amalgamation
Communication Continued implementation of the Staff peer support group trained and Commenced with Volunteer staff
and Change communication and change management implemented members identified
Management plan September 2011
Identify and appoint EAP provider Not commenced
by September 2011

Staff focus group and meeting Not commenced

schedules finalised for the transition
period
By October 2011
Manager and supervisor training Not commenced
schedules finalised and
implemented
By October 2011
Integration process planned and Not Commenced
implemented
By October 2011
Staff and Elected Member resurvey Not Commenced
By February 2011