Understanding the labour profile and developing strategies to respond

17th March 2011

Nerina Di Lorenzo

Director City Infrastructure

Moreland City Council

Workforce Planning in VLG

Study Aims

Is it really an issue?

How big ?

Which Service areas ?

Quantitative data

Employee demographic survey

Qualitative data

36 Interviews

How are we positioned to respond?

VLG characteristics that are Barriers

& Enablers to change

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Today

Method

6 Metro Councils:◦2 Outer Metro◦3 Inner Metro◦1 Central

Method

7,228 Data Records

19% VLG Workforce

Method

7,228 Data Records

19% VLG Workforce

<15 15-19 20-24 25-34 35-44 45-54 55-59 60-640.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

VLG AWF F M

<15 15-19 20-24 25-34 35-44 45-54 55-59 60-640.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

VLG AWF F M

Age

31% under 35 45% over 45

= 14% points

38% under 35 39% over 45

= 1% point

<15 15-19 20-24 25-34 35-44 45-54 55-59 60-640.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

VLG AWF F M

Age

<15 15-19 20-24 25-34 35-44 45-54 55-59 60-640.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

VLG AWF F M

30% under 35 43% over 45

= 14% points

28% under 35 48% over 45

= 20% points

Age

<15 15-19 20-24 25-34 35-44 45-54 55-59 60-640.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

VLG AWF F M

<15 15-19 20-24 25-34 35-44 45-54 55-59 60-640.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

VLG AWF F M

Youth & Leisure

Arts & Culture

Children’s Services

Youth & Leisure

Children’s Services

Asset Maintenance

Asset Maintenance

Waste & Cleansing

Civic Safety & Amenity

Aged & Disability

Children’s Services

Civic Safety & Amenity

Age

Ageing Services

•Aged & Disability 6.9: 1

•Civic Safety & Amenity 6.2 : 1

•Waste & Cleansing 5.6: 1

•Finance 2.8: 1

•Asset Maintenance 2.4: 1

•Hall keepers 1.6: 1

Younger Services

•Youth & Leisure 3: 1

•Urban Planning 2.2: 1

•Environment 2: 1

•Family & Health 1.6: 1

•HR 1.4 : 1

•Entertainment Centres & Major Facilities

1.2: 1

•Performance 1.2: 1

Gender

Females63%

Males37%

VLG women outnumber men by 1.7 to 1

In the Australian Workforce, men outnumber women by 1.2 to 1

Men were older than Women 38% men in Physical Services Men were longer serving

29% > 10 yrs service Men twice as likely to be Full

Time (68% of men) VLG men more likely to be

part time than men in the Australian Workforce

Females63%

Males37%

Most women were in the middle and younger age brackets

68% of women in Social Services

Women were more mobile – 36% < 2 yrs with current employer

Women 2.5 times as likely to be Part Time (43% of women)

VLG women slightly less likely to be PT than women in the Australian Workforce

Gender

F M

Gender

F M

Gender

Less than half of the VLG workforce is Full Time

More full time staff are men (54% men, 46% women)

81% of part time staff and 72% of casual staff are women

Employment Status

FT45%

PT33%

CAS22%

Most FT staff in Physical Services –Asset Maintenance (18%)

Most PT & Casual staff in Social Services – 33% of PT Staff in Aged & Disability and 33% of Casual Staff in Youth & Leisure

Employment Status

FT45%

PT33%

CAS22%

Length of Service

<1 1-2 3-5 6-10 11-20 20+0%

5%

10%

15%

20%

25%

AWF VLG

<1 1-2 3-5 6-10 11-20 20+0%

5%

10%

15%

20%

25%

AWF VLG

Length of Service

Recently Employed staff:

Slightly more women than men

Predominantly full time or casual

Overwhelmingly within the Social function, with Statutory

and Physical functions a distant second

Length of Service

Established staff:

Slightly more women than men

Predominantly full time – least likely to be casual

Overwhelmingly within the Social function, with Statutory

and Physical functions second but less pronounced gap

Length of Service

Long serving staff:

More likely to be men – the longer serving and older the

more likely

Predominantly full time – the longer serving the more likely

Within the Physical functions – the longer serving the more

likely

CORPORATE 12%

PHYSICAL 18%

SOCIAL54%

STATUTORY 15%

ECONOMIC 1%

More than half of the VLG workforce is in a Social Function

Over three quarters of Social Function staff are Part Time or Casual so EFT is less than graph

Service Functions

Service Types•Youth & Leisure14%

•Children’s Services13.5%

•Aged & Disability13.3%

•Civic Safety & Amenity10.7%

•Asset/Infrastructure Maintenance9.2%

•Arts & Culture6.6%

Over 67% VLG employees in the top 6 services

Remaining 33% split between 18 services

Workforce Ageing is an issue in targeted service areas; chronic in a small handful but less pronounced or non existant in others

Responses should range from long term strategy implementation in the chronic areas, to localised solutions in others

Timescales for responses also range in different services and this should mean our efforts are staged appropriately

What might this mean?

Four “chronic” areas needing specific focus; ◦ Aged & Disability ◦ Waste & Cleansing and Asset Maintenance◦ Finance

Physical injury key risk in the short term Tendency for older and longer serving

workers (males) to remain Full Time is at odds with retirement transition proposals

Trade apprenticeships and Traineeships would play a strong role in this response – particularly in replacing the older male workforce

What might this mean?

“Young” Services face a different set of challenges

In the youngest service, casual employment status prevails

Somewhat more white collar/professionally qualified staff in remaining “young” services

Professional mentoring a key requirement to ensure good judgement is developed and executed

Opportunities exist to target these younger groups for development and broadening of knowledge of the business

What other professions do we need to nurture ?

What might this mean?

In terms of gender split, women “have the numbers”, and current trends would amplify this

Range of factors influencing this attraction, but suggests Part Time arrangements are not the strongest attractor

Potential attraction of Part Time arrangements to VLG men – offers an opportunity

Female numbers don’t necessarily translate into senior positions

Strategies to attract younger men and develop women into senior roles are a key focus

What might this mean?

VLG has some unique competitive advantages over other sectors; ◦ An enormously diverse set of service offerings◦ A collaborative not competitive sector◦ A “branch near you” offering geographic diversity

and complementing family and environmental balance imperatives

Target our efforts on a smaller group of more critical issues/areas and bring our competitive advantages to bear

What might this mean?

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