Territory Stories

2013/14 City of Darwin annual report

Details:

Title

2013/14 City of Darwin annual report

Other title

City of Darwin annual report 2013/14

Creator

City of Darwin

Collection

E-Publications; E-Books; PublicationNT; City of Darwin annual report; Annual Report

Date

2014-11-26

Notes

Made available by via Publications (Legal Deposit) Act 2004 (NT)

Language

English

Subject

Darwin (N.T.); Council; Periodical; Annual report

Publisher name

City of Darwin

Place of publication

Darwin

Series

City of Darwin annual report; Annual Report

Volume

2013/14

File type

application/pdf

Use

Copyright

Copyright owner

City of Darwin

License

https://www.legislation.gov.au/Details/C2019C00042

Parent handle

https://hdl.handle.net/10070/817299

Citation address

https://hdl.handle.net/10070/817300

Page content

CITY OF DARWIN Annual Report 2013/14 CITY OF DARWIN Annual Report 2013/14 134 135 Quality People Flexible and attractiveworkplace The location and economic environment of the City of Darwin in the Northern Territory is a key factor for Council to be able to attract, develop and retain a skilled workforce that is both flexible and adaptable. The population of Darwin is transient by nature. Competition with the mining and construction industries and private business pose ongoing challenges for Council to ensure it remains competitive seeking employees for key skilled positions. Council regularly competes with the private sector to attract and retain employees for hard to fill positions. During 2013/14, Council developed new policies and revised existing policies to encourage and promote the City of Darwin as an attractive place to work. Policies covering Parental Leave, Flexible Working Hours and Work from Home assist to create a culture of flexibility and work life balance. Negotiations for a new Enterprise Agreement commenced which highlights the excellent benefits provided to retain current employees and attract future employees. Generous employee benefits provided by the City of Darwin to employees in addition to salary and superannuation include six weeks annual leave, 15 days personal leave, salary packaging and flexible working hours (where business needs permit). The City of Darwin continues to be recognised nationally as a gender equity council with achievement of Silver Status in May 2013 with the 5050 Vision Councils for Gender Equity Program, a national accreditation and awards program. City of Darwin is one of nine councils nationally and the only council in the Northern Territory to achieve silver status. Additional policies adopted through the year including Equal Employment Opportunities (EEO) for Women in the Workplace, Employment Policy Statement, Workplace Bullying, Discrimination and Harassment, contribute to maintaining a culture of gender equity. Implementation of online recruiting in 2013/14 provided real results for Council. In addition to creating a more efficient recruitment process the number of applicants received for each position increased. The online process provided more efficient assessment processes and improved the recruitment processing time overall. Online recruiting has enabled the City of Darwin to attain better advertising saturation with more postings on online based job boards and access to behaviourally targeted digital display advertising. Key positions are currently recording significant advertising benefits via these methods and saving Council advertising expenses that it would normally incur utilising more traditional methods of advertising. In 2013/14, a total of 60 employees concluded their employment at the City of Darwin, resulting in an annual employee turnover rate of 17.9%. This is a slight increase from the previous period and remains within Councils target of less than 20% annual turnover. Annual turnover continues to be less than the average turnover rate of the Northern Territory Public Service which is currently 23%8. 5 year Annual Employee Turnover annual employee turnover target 20% Training and Development 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 2009/10 2010/11 2011/12 2012/13 2013/14 A nn ua l P er ce nt 5 Year - Annual Employee Turnover Target - Less than 20% annual employee turnover Actual Annual Turnover Target Annual Turnover 13.0% 15.0% 15.0% 16.0% 18.0% less than 8 2011/2012 Separation Rate as quoted in the Office of the Commissioner for Public Employment, State of the Services Report. Training and Development was provided to City of Darwin employees across a broad range of subjects to assist in gaining new skills and knowledge, to improve performance, individual career development and to meet Workplace Health and Safety and other legislative requirements. The average net dollar value per employee paid to external training providers in 2013/14 was $302 and the average hours spent in training was 16.66 hours per employee. External training accounted for 60% of the training with 57% being nationally recognised Vocational Education Training or Higher Education. In-house training accounted for 40% of all training. In terms of departmental breakdown of training delivered, 45% of training was received by the City of Darwins Infrastructure Department, 32% by Community and Cultural Services, 18% by Corporate Services and the remaining 5% being attributed to the Office of the Chief Executive employees. Mandatory training to meet position requirements accounted for 70% of overall training costs, whilst professional development accounted for 30% of training costs provided to employees. Internal vs External Training Net direct training cost per employee 2013/14 Note: Total training cost includes actual payment to training providers, internal cost for delivering in-house JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 0 5 10 15 20 25 30 35 40 45 50 N ET C O ST $ Net Direct Training Cost Per Employee 2013/2014 ACTUAL NET DIRECT COST PERFORMANCE TARGET cIty Of DARWIN stAff cIty Of DARWIN stAff 0% 10% 20% 30% 40% 50% 60% 70% 2012/13 2013/14 External Training In-House Training < >


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