Riding the Local Government Resourcing Cycle
Understanding When Capability Pressures Emerge – and How Councils Can Plan Ahead
About the Author
Malcolm McKenzie is a highly experienced executive and project management professional with extensive strategic and operational leadership experience across local government, emergency management, utilities and the not-for-profit sector.
Throughout his career, Malcolm has held senior leadership roles including General Manager, National Placements Manager and Business Development Manager, leading complex programs, multidisciplinary teams and large-scale service delivery operations.
His expertise spans project and contract management, strategic planning, risk management, stakeholder engagement and organisational improvement. More recently, Malcolm’s consulting work has included leading major flood recovery and infrastructure restoration programs, organisational reviews and operational improvement initiatives for local government clients.
With a collaborative leadership style, strong governance expertise and a practical understanding of the pressures facing local government, Malcolm brings valuable insight into how councils can plan for changing capability and resourcing needs.
In this CT Expert Insights article, Malcolm shares his perspective on the recurring local government resourcing cycle and how understanding these patterns can help councils anticipate capability pressures, plan ahead and access the right expertise at the right time.
Riding the Local Government Resourcing Cycle
Anyone who has worked with local government for a while will tell you that councils operate to their own rhythm. Much like the changing seasons, there are predictable periods when certain skills are in high demand, followed by quieter periods where activity slows and priorities shift.
At CT Management Group, we see these cycles play out year after year. While every council is different, patterns emerge across the sector that can provide valuable insights into when capability pressures are likely to arise and how organisations can plan their resourcing requirements more effectively.
Finance: Following the Budget Calendar
Perhaps the most obvious example is within finance teams.
As councils move towards budget preparation, workloads increase significantly. Developing budgets, refining forecasts, modelling scenarios and preparing reports for executives and councillors often creates additional demand for experienced finance professionals.
Accountants, finance business partners, budget analysts and management accounting specialists can all become highly sought-after resources during this period.
The second peak typically occurs during annual financial reporting. Preparing year-end accounts, supporting audits, reconciling financial records and meeting statutory reporting obligations can place considerable pressure on internal teams. Councils frequently seek additional expertise to help manage these workloads while maintaining business-as-usual operations.
Understanding these peaks can help councils anticipate capability requirements earlier and provide experienced finance professionals with greater visibility of when their expertise may be most needed.
Project Management: The Capital Works Cycle
Project management roles often follow a different pattern.
At the commencement of a new financial year, many councils are still finalising budgets, establishment structures and capital works programs. As a result, demand for project management resources can be relatively subdued during July and August. By September, however, projects begin moving from planning into delivery. Procurement activities increase, contracts are awarded and councils seek experienced project managers to oversee implementation.
Demand often reaches another high point in the final months of the financial year. With pressure to deliver approved capital works programs and utilise allocated funding, councils may require additional project management capability to ensure projects remain on track and expenditure targets are achieved before 30 June.
Infrastructure and Engineering Resources
Infrastructure and engineering professionals are also affected by seasonal and financial cycles.
Asset engineers, civil engineers, contract superintendents and works managers are often required in greater numbers during periods of active construction and project delivery. Demand can rise significantly during spring and summer when weather conditions are generally more favourable for infrastructure works.
As capital works programs accelerate, councils may require additional specialist resources to manage contractors, oversee projects and ensure compliance with technical standards.
Strategic Planning and Community Engagement
Strategic planning and community engagement specialists often see demand linked to legislative review periods, strategic plan updates and major service reviews.
When councils undertake Community Vision reviews, Council Plan development, Municipal Public Health and Wellbeing Plans or significant policy initiatives, demand for experienced professionals with strategic planning and stakeholder engagement expertise can increase rapidly.
These requirements are often project-based, creating opportunities for councils to bring in specialist capability for defined periods without necessarily increasing their permanent workforce.
Governance and Risk
Governance, risk and compliance professionals also experience cyclical demand.
Election cycles, legislative changes, internal audit programs, risk framework reviews and policy refresh programs can all create spikes in workload for governance teams.
Councils frequently seek specialist support to meet compliance obligations or implement improvement initiatives within strict timeframes. Understanding these recurring triggers can help organisations anticipate when additional capability may be required rather than waiting until internal teams are already under pressure.
Human Resources and Organisational Development
Human resources teams are often busiest during organisational change, workforce planning initiatives, Enterprise Agreement negotiations, recruitment campaigns and performance review periods.
As councils respond to changing workforce needs, HR business partners, recruitment specialists, employee relations experts and organisational development professionals can experience strong demand. These requirements can emerge with relatively short lead times, making workforce planning and access to flexible specialist capability particularly important.
Planning Around the Local Government Cycle
Understanding these patterns can be valuable for both councils and professionals working across the local government sector.
For councils, recognising likely periods of increased demand provides an opportunity to consider workforce requirements earlier, identify potential capability gaps and secure specialist resources before pressures become critical. For experienced professionals seeking interim or project-based assignments, understanding the cycle can also help inform decisions about availability and when particular capabilities are likely to be most in demand.
While no cycle is perfectly predictable, understanding the general patterns can support more informed workforce decisions whether that means planning for budget preparation, annual financial reporting, major strategic planning projects, organisational change or capital works delivery.
How CT Management Group Can Help
Recognising these cycles is equally important for CT Management Group.
By anticipating periods of heightened demand, we can engage with clients earlier, discuss upcoming workforce needs and identify suitable experienced professionals before resource shortages emerge.
Our national Associate network provides councils and organisations with access to senior practitioners across areas including:
- Finance and financial sustainability
- Project and program management
- Infrastructure and engineering
- Strategic planning and community engagement
- Governance, risk and compliance
- Human resources and organisational development
Most importantly, maintaining regular dialogue with both clients and our Associates allows us to stay ahead of the cycle rather than simply react to it.
Local government may operate in cycles, but understanding those cycles creates opportunities. By recognising when demand is likely to occur, councils can plan capability requirements earlier, professionals can better understand where their expertise may be required, and CT Management Group can continue connecting the right people with the right opportunities at the right time.
Speak With Our Team
If your organisation is anticipating a capability gap, peak workload or upcoming project and requires experienced interim support, speak with CT Management Group about accessing our national network of senior Associates.
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