2.2 Resourcing and Capacity
Driver: 2.2
Dimension: Capability
Supporting aspiration: Resourcing and capacity match service demand.
Why it matters
Even committed employees will struggle where workload, capability and service demand are out of balance. Capacity issues often sit behind fatigue, delays and quality risks.
What great looks like
Workforce planning, service planning and budget decisions are connected. Workload pressure is visible, prioritisation is active and critical skills risks are understood before they become service failures.
Employee Survey alignment
| Item | Survey question |
|---|---|
| Q1 | The amount of work I’m expected to do is reasonable |
| Q2 | My team has the capability and capacity to complete our work effectively |
How to interpret a weak result
A weak result for this driver should prompt a practical diagnosis, not an immediate solution. Ask:
- Is the issue whole-of-council, concentrated in particular work areas or linked to specific employee groups?
- Which question-level result is driving the pattern?
- Do comments or leader perspectives explain the issue?
- Is this mainly a system/process issue, a leadership issue, a resourcing issue or a communication issue?
- What would employees reasonably expect Council to do next?
Possible actions and interventions
- Map workload and demand pressures by service area
- Use vacancy, overtime, sick leave and turnover data as capacity risk signals
- Review spans, layers and critical role coverage
- Make prioritisation decisions explicit when demand exceeds capacity
Evidence to review alongside the survey
- Employee Survey question-level results and comments
- Relevant people metrics such as turnover, absenteeism, vacancy, overtime, grievances, safety or EAP themes
- Leadership and SME perspectives
- Relevant workforce, service, budget or risk data