Support for implementation

We encourage councils to support each other by sharing ideas, celebrating successes and notifying the sector when plans and strategies are published.

The purpose of this webpage is to assist councils address ageing population as part of the Integrated Planning and Reporting framework. It should be used in conjunction with the Integrated Planning and Reporting Manual. It sets out steps to take in planning for an ageing population and provides links to key sources of information.

Should you have any queries or further suggestions, or if you identify a problem when using this page, please contact the Office of Local Government by emailing [email protected].

Why plan for an ageing population

Planning for an ageing population will assist councils ensure that the Community Strategic Plan is based on social justice principles and addresses social considerations which are requirements of the new Integrated Planning and Reporting framework.

In NSW, as in most parts of the world, major population changes are taking place because of declines in fertility and increasing life expectancies. People in NSW are living longer (average life expectancy is projected to increase by about 9 years by 2050) and the proportion of the population made up of people aged 65 and over is projected to increase to 22% in 2031 and 26% by 2051. Population increase in the 15 to 64 years age group will slow over coming decades due to lower past and prospective fertility rates and the passage of the baby boomers into retirement age.2

By planning early, councils can take advantage of new opportunities as well as address challenges associated with an ageing population. In the words of one rural NSW local council,

“Seniors are a significant and growing part of local communities. This demographic trend will lead to new opportunities and challenges in local government. By considering this issue now, Council could possibly minimise the negative impacts of population ageing on local communities and maximise the opportunities it presents.”

Planning for an ageing population can mean that the needs of other groups in the community are also met. Therefore it does not necessarily mean extra work for councils. For example, designing the built environment so that it caters for older people often means that it also caters for other groups in the community that experience difficulty with physical access, such as people with a disability and children.

The Australian Local Government Association has pointed out that local government can lead by example in promoting the positives of an ageing population, for example, by recognising older volunteers and carers and through policies and practices that are aimed at attracting and retaining mature workers. This may assist councils address skills shortages.

Workforce Planning

Councils are required to undertake workforce planning to support the achievement of the Delivery Program. The Workforce Management Strategy is also a 4 year plan, addressing the human resources required to achieve the activities identified in the Delivery Program.

A council’s workforce planning should consider what people, with what skills, experience and expertise are required to implement the Delivery Program. It provides an opportunity every 4 years to plan adjustments to the workforce to meet changing priorities and take into account new technologies.

The Workforce Management Strategy should address issues such as:

• an ageing workforce
• succession planning
• how to provide opportunities to create and retain positions for local young people
• incentives and other programs that will support the council to be an employer of choice
• learning and development
• performance management
• recruitment strategies to fill skills gaps
• workforce diversity.

The ‘Resourcing Strategy’ chapter of the Integrated Planning and Reporting Handbook provides further information and good practice examples.