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Leo Jensen MPIA CPP, MLGMA, AIMM LOCAL GOVERNMENT: The Critical Link? LGMA Queensland Annual Conference – October 2008 Thank you for the opportunity to present PIA National Inquiry National Skills Shortage Strategy Qld Local Government Careers Taskforce Planner Attraction & Retention Survey PIA Response LGAQ Diploma My Team The Disclaimer Stuff The opinions expressed today are my personal opinions and do not necessarily reflect those of the Local Government Careers Taskforce, nor my employer being the Moreton Bay Regional Council. 2003/04 PIA conducted a National Inquiry into Planning Education and Employment. Testing of anecdotal evidence: • Dire shortage of planning professionals • Planning graduates was in decline • Skills did not match workplace needs Wake Up Call for Local Government Local government planners were under particular pressure: • • • • • High stress levels & low morale Unmanageable workloads Being understaffed Lack of awareness of the seriousness of the issue Ethical dilemmas & concerns about quality being compromised But equally there was strong support: • From employers wanting to improve • For mentoring/supporting professionals and young planners The statistics remain remarkably similar: • 12,000 planners • 47% in Local Government • Vacancy rates of 13 –19% • Demand - increase by 28% (over 5 –10 years) • 46% of profession under 35 years of age • 1 in 4 women work part-time / 1 in 10 men • 5% female professionals over 35 have left planning • 40% employers have engaged planning assistants • Salaries growing faster than CPI • Most critical shortage in 2004 – unchanged • Critical shortage exists in most areas - major cities and regional areas • Longer term shortages exist in rural and regional difficulty in attracting/retaining staff • ‘Sea-change’ communities = volumes of work • Key problem of professional ‘leakage’ to alternative roles (particularly women) Volume of work + new &/or complex legislation Skills transferable Rural/regional – unattractive Demand has pushed salaries beyond local government’s reach Overseas demand Women leaving for work choice / family reasons Unacceptable work environments: • • • • Conflict Ethics Workload lack of flexibility, work/life balance Can Local Government afford this type of publicity? Negative Image & Reputation (toxic!) Four Strategic Objectives • Local Government Career Pathways • Leadership in Local Government • Local Government – Employer of Choice • Image Building Five Key Initiatives • Local Government Centre for Excellence • New Ways of Working • Training & Professional Development • Attracting New Workers • Promoting Local Government – Employer of Choice LGSFS commenced Feb 2007 DETA – Qld Skills Plan Skill Shortages in Key Professional Areas Mid 2006 already started via fmr DLGPSR LG Career Taskforce est’d Feb 2007 Priority Areas • Town planning • Building certification • Engineering • Environmental health Stakeholders • Local & ATSI councils • Peak Professional Associations • Vocational Educational & Training • Higher Education Sector • Government Agencies • Schools • LG Skills Shortage Survey – HR Managers • • • • (August 2007) Queensland Planners – Attraction & Retention Survey (August 2007) Environmental Health Practitioners – Attraction & Retention Survey (August 2008) Building Certifiers completed October 2008 Engineers linking in with other work 60% Councils shortage of DA planners 49% Councils shortage of Strategic planners Skills shortage in Qld worse than 2004: • unprecedented growth, • pop’n migration & no. of applications 55% respondents in LG 28.6% Private Sector 50/50 Male Female Ratio 44% DA 12.7% Strategic 33% Combination “A shortage of planners is delaying development across the state” So what can local government do? Planners nationally tell us that what they want in the workplace is: Reduced workplace conflict and “toxicity” Respect for their professional opinions and advice Flexible conditions / part time work opportunities Stronger internal support – induction, team building, mentoring, training Identifiable career paths / encouragement to progress in LG Confidential help with ethical issues Active support for training & development Formal Codes of Conduct Clearer planning schemes / strategy / policies Recognition of professional status – senior job descriptions requiring CPP status DAF leading practice eDA Avoiding blame 20 21 Recommendations Professional development programs Design jobs for variety of work: • DA / Strategic / State / Local Retention Strategy targeting planners 21-29 yo Stress management program – workload and burnout Flexibility, part-time etc – being responsive Advocating for e-DA including additional commonwealth/state $$ Encouraging elected representative training Promoting Codes of Conduct Providing ethics advice (Ethi-call: St James Ethics Centre) Supporting de-politicising of decision making through panels (SA) The professional competencies and standing of planners (CPP) Raising profile with government, the community and within industry National Education committee Young Planners via LG Careers Taskforce - Planning is Awesome DVD Recently launched Mentoring Program for Planners in Queensland Promotion of Ethi-Call - offered to all PIA members Certified Practising Planners (CPP) Education Awards 15 Team Caboolture Courses delivered since 2007 142 graduates 70% female/30% male Councils from all over Queensland. Demand from private sector Planning & Environment Unit Great People, Great Team, Great Culture 60 staff in Administration, DA, Strategic, Environmental & Infrastructure Planning High workloads, no new positions, turnover low Need to diversify skills base to assist in the assessment areas. Council committed to ongoing training & professional development Investment in Staff and our future 8 staff completed the LGAQ Diploma course since 2005 Range of professional backgrounds, ages – lets meet some of them! Its all about people Its all about relationships Its all about respect Its all about empathy Its also about anticipation … about being responsive … about ‘future proofing’ the workplace and our industry, and meeting stakeholder expectations Last 8 years Steve Lundin’s FISH Principles Resource Analysis and Capacity Staff Lunches/Team Challenges more… FISH Business Excellence Framework Self Awareness Programs – Steve Griffith Leadership Development Program Team Development for whole Unit Identified Training Budget – wisely investing in staff Sabre Corporate Development • www.SabreHQ.com Belbin Individual & Team Profiling Team event over two days • Communications • Understanding how people tick • Social, friendly and fear free environment • Everyone has a say, and is listened to • Finale – The Big Picture Flexibility – as needs basis Job Share Arrangements in place Secondments with both State & Private • State Planning Department • Large Private Planning Consultancy Cadetships – study support Annual Staff Surveys 360 feedback Open & honest conversations Retained talented staff Quality Relationships Great Team Culture Open Conversations Loyalty Returns speak Volumes Low turnover Employee commitment & engagement No Fear Family oriented Job Satisfaction - BIG time! “The secret to higher performance is through lifting employee engagement levels. The more engaged the worker, the more intellectually committed they are to the organisation” *Perspective - Financial Review, 2006 Source: S. Jardine, 2006: Used with Permission Branding • As an industry we don’t do it all that well, do we? • Individually some great marketing – What’s missing! Advert courtesy of Brisbane City Council Got to get Smarter Industry Summit on Skills Shortages Disconnect between HR Managers Trade secrets Unwillingness to share LG is competing with itself - improved sharing Recruitment - proactive and informed Centre for Excellence Smart people pick organisations, not vice versa Understand your employees’ needs and build a culture to retain the best Are we as an industry doing this well? Leaders are credible & accessible Reward & recognition for good performance @ all levels Communicate frequently & open manner Deliver on promises to staff (ie “Walk the Talk”) Have HR policies that support organisational objectives rather than fads *source - DEWR Source: S. Jardine, 2006: Used with Permission The Challenge “Industry of Choice” An industry that competes for talent and consistently wins. It recruits, engages, and keeps the talent it needs to meet or exceed its changing business objectives Adapted from Source: S. Jardine, 2006: Used with Permission love ‘em or lose ‘em Thank you Leo Jensen Member - Local Government Careers Taskforce Member – National Skills Shortage Committee Steering Committee [email protected] More information: Planner Survey Results www.planning.org.au/qld LG Careers Taskforce Project Manager [email protected]