Central Coast Council – Local Government Amalgamation (people-related functions and services)
Strategic Planning and Governance | People Management and Workplace Relations | Workplace Insights
Under the NSW Government’s local government reform program, Fit for the Future, Wyong Shire Council and Gosford City Council agreed to merge, forming Central Coast Council on 12 May 2016. Central Coast Council became responsible for the sixth largest urban area in Australia and the third largest council in NSW, employing more than 2,300 people.
As one of the first local government amalgamations, Central Coast Council was closely watched by various agencies around the state and acted as a test case for the successful transition of the former councils and its staff under the Fit for the Future program.
Central Coast Council engaged Winton to assist the executive leadership team (ELT) scope out the harmonisation requirements for the transition, providing information for consideration by the ELT including investment, risk and timeframes.
Through a program of workshops, interviews and desktop assessment, Winton analysed, reviewed and described the respective organisations’ existing salary arrangements and systems, local agreements, local policies, any individual arrangements, relationships with unions represented in the workplace, consultative committee arrangements and active or unresolved industrial relations matters.
Winton subsequently developed an interim salary determination framework, recommendations for the management of non-Award entitlements and frameworks for the harmonisation of policies and industrial profiles.
Central Coast Council also engaged Winton to provide project management services to complement and guide the new council’s existing capability and capacity in delivering the introduction of a new organisational structure and leading stakeholder engagement.
This project management program included the development and management of project scope, time, cost and resourcing requirements; overseeing quality, risk management and stakeholder engagement; working in partnership with Council’s change and communications manager to develop key messages; working directly with relevant stakeholders, including the CEO, ELT, senior managers and union representatives; and integrating the Organisation Design Project with other projects under the Workforce Management Transition Program.
These projects aligned the people functions and services of two disparate organisations over an 18-month period without experiencing any industrial action. Ultimately, this work contributed to providing a solid foundation for the amalgamated council to deliver quality services and infrastructure to its community.
Bourke, Brewarrina and Walgett Shire Councils – Engaging, Developing and Utilising Local Capability and Capacity
Strategic Planning and Governance | People Management and Workplace Relations | Coaching and Development | Workplace Insights
To help maintain the quality of local services, Bourke, Brewarrina and Walgett Shire Councils sought funding from NSW Government Innovation Fund to undertake a joint project that would introduce innovative ways of engaging, developing and utilising workforce capability and capacity.
The councils engaged Winton to review the human resource management practices of the councils and develop a planned approach for the standardisation of the employee lifecycle framework, allowing the councils to better function separately and collectively.
Winton commenced the joint project by visiting the councils to meet with key stakeholders in person and gather relevant information. Utilising technology, Winton worked remotely with the councils to reframe or redevelop the councils’ recruitment, selection, appointment and onboarding frameworks, performance development, support and management frameworks, salary system frameworks, human resource policies and procedures and work health and safety frameworks. These frameworks where then tested with key stakeholders during face-to-face workshops before being finalised and submitted for council approval.
Subsequently, Bourke Shire Council engaged Winton to provide interim human resource management to improve the function of its human resource service and facilitate the implementation of the new employee lifecycle frameworks.
Over a 10-month period, Winton was onsite on a monthly basis assisting the General Manager and the management executive team by providing guidance, advice and support with respect to good human resource practices; addressing a number of outstanding employee relations matters; managing the day-to-day human resource function; refocusing the human resource and work health and safety unit to ensure it is ready and capable of delivering timely professional guidance, advice and support to managers and staff; and facilitating the restructure of the Corporate Services, Environmental Services and Tourism and Events portfolios.
The joint project provided a strong foundation of good human resource policies, practices and governance frameworks that allowed each council, either individually or collectively, to move toward improving workforce capability and capacity.
The interim human resource management project prepared Bourke Shire Council for widespread and systemic change to workplace practices and behaviour. As a result, Bourke Shire Council is now well positioned to capitalise on the outcomes of the joint project and define a new culture for the organisation that delivers quality services and infrastructure to its community.
LabourCo – Interim General Management and Strategic Planning
Strategic Planning and Governance | People Management and Workplace Relations | Coaching and Development
LabourCo is a not-for-profit organisation that has been operating since 1986 to assist workers with finding casual and full-time employment. Due to changing market needs and the competitive nature of the labour-hire industry, the sustainability of the organisation became a going concern.
LabourCo initially engaged Winton to provide operational and organisation management expertise and strategic oversight as the interim General Manager for a period of 15 weeks.
During this period, Winton partnered with the Board, key stakeholders and employees to develop the strategic direction and intent of the organisation; review Board governance structure; conduct organisational audit; identify service and business process improvements to ensure the financial sustainability of the organisation; and develop a values driven and outcomes focused culture.
Winton subsequently provided the three-year strategic plan and one-year operational plan; an integrated governance framework incorporating board governance framework and charter and risk management framework; an organisational structure & service delivery model; a business development strategy; a business improvement plan; and cultural change program.
LabourCo reengaged Winton for a further period of eight months to implement the adopted plans; develop contemporary policies, procedures and processes to support their objectives; and recruit a permanent General Manager.
LabourCo is now financially sustainable and trading in profit, with a clear strategic direction and a capable, performing workforce.