Moment with the Mayor: Municipal Labour Market

Hi Neighbours:

There is an impending labour shortage for municipalities. In the 1970s, more than 40% of college and university students in the US were willing to work for a level of government. Today, that number is less than 15%. Coupled with this challenge is the aging of the “baby boomers” generation; they are starting to retire and replacing them is proving difficult. Here in Kindersley, it has been difficult to recruit some staff with the technical expertise that is needed and the personality to work with a broad range of people. As a result, some jobs are going unfilled and salaries are increasing in an attempt to stimulate recruitment.

There are numerous municipal positions available throughout Canada that are empty because of the lack of qualified personnel, the salaries paid in the private sector, and the working conditions. What I mean by working conditions is that many of our employees are not treated with respect by some user group representatives and residents.

What is the Town’s greatest asset? Is it the Haubrich Water Plant? The landfill? The waste water lagoon? The WCEC? Our programming and events? In my opinion, none of these goods and services are the most valuable asset. The Town’s most valuable asset is its employees. It is due to the employees that we have the services, programs, and facilities that we have – a safe water treatment and waste water disposal system, waste management, public works, programming, and much more.

Our employees work in the public eye and are often under a lot of scrutiny from citizens and provincial and federal regulators. The public scrutinizes the services they use while the regulators govern virtually everything a municipality does, including the certification required by employees to carry out their scope of work.

The municipal labour shortage is expected to be acute in 10 – 15 years. Council’s responsibility, as we look down the road, is to develop the policies and culture necessary to ensure that Kindersley is able to recruit and retain quality staff, and foster Kindersley’s ongoing success. Council needs to nurture a culture in which working for the Town of Kindersley is desirable. This type of change takes time, patience, and persistence, and is accomplished over the course of three or four Council terms.

As we work together, we can build a culture that creates a thriving and dynamic community that is attractive for both new and longtime residents regardless of their occupations.

Please write or phone if you would like me to discuss a particular topic. If you have any questions or comments, drop me a line at the town office or email me at mayorenns-wind@kindersley.ca. You can also check out my blog at http://mayorjohn.blogspot.ca/. I appreciate your feedback.