The Southern Highland News previously reported that the current staff turnover rate at Wingecarribee Shire Council was 26.9 per cent.

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Wingecarribee Shire Council general manager Ms Lisa Miscamble said the council had introduced an Attraction and Retention Management Plan to retain staff at the Ordinary Meeting of Council on October 13.

"We've commenced a cultural change program. We've addressed some long-standing issues relating to internal communication. We've increased flexible work practices in part driven by COVID and in part driven by the organisation," she said.

"I'm aware that there has been some discussion around the level of staff turnover and internal vacancies and while it's not unusual to have a higher level of turnover in a period of great change, I think it's important to highlight that in the last few years the turn over percentage at Wingecarribee Shire Council has ranged between 24 and 26 per cent.

"It is high and it has had an impact on the functioning of the organisation."

In a statement to the Southern Highland News, a council spokesperson said the development and purpose of the Wingecarribee Shire Council Attraction and Retention Management Plan were to form part of the overarching Refocus, Reinvigorate and Rebuild strategy.

"Wingecarribee Local Government Area is facing enormous growth and change over the next 10 years and this plan, combined with the introduction of our new structure, provides the opportunity and action for positive change for the council and the community," they said.

"This means the council needs to be change-ready, adaptable and agile to support our organisation and promote a happy, healthy and productive workplace where staff are confident in knowing that their contributions not only add value but are valued.

"To do this we will:

A cross representation of staff formed the Attraction and Retention Plan Panel and utilised workforce data, and qualitative information gathered through surveys, panel meetings and considered Covid impacts, labour market and skills shortages, and identified trends in other LGAs and industries to develop five strategies and their goals/actions.

The strategies are as follows:

The council spokesperson said the plan included a dashboard of performance measures that would be used to evaluate the implementation and effectiveness of the strategies.

"This ongoing assessment is critical to evaluate policies and systems through a program of review to modify or re-direct the Plan as needed to ensure continuous improvement and legislative compliance," they said.

"Transforming talent attraction and retention through employee culture and engagement requires extensive consultation with the relevant stakeholders, continued commitment and dedication to achieve constructive outcomes.

"We are steadfast in working towards becoming an employer of choice through the alignment of this Plan with our Strategic Management and Operating Plans in addition to delivering activities that support a culture and workplace environment that embraces diversity and is respectful, encourages exploration of new ideas and the learnings from these, celebrates successes and achievements and rewards positive contributions and commitment."

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