highlights and significant issues report

Organisational Services

Organisational Services Monthly Review > June 2018

Contents

1. EXECUTIVE SUMMARY ..................................................................................................................................... 1

2. SAFETY ............................................................................................................................................................ 2

2.1 Incidents and Injuries ....................................................................................................................................... 2

2.2 Lost Time Injuries & Days Lost .......................................................................................................................... 2

2.3 Key Activities ................................................................................................................................................... 3

3. CUSTOMER SERVICE ....................................................................................................................................... 4

3.1 External Customer Services ............................................................................................................................. 4

3.2 Aquatic Facilities .............................................................................................................................................. 7

3.3 IT Support ........................................................................................................................................................ 8

3.4 Key Activities ................................................................................................................................................. 10

3.5 Procurement Services .................................................................................................................................... 11

3.6 Property Services........................................................................................................................................... 14

4. PEOPLE AND CULTURE ................................................................................................................................. 15

4.1 Key Activities ................................................................................................................................................. 15

4.2 Staff Contingent ............................................................................................................................................. 17

5. FINANCIAL PERFORMANCE ........................................................................................................................... 20

5.1 Summary Financial Position ............................................................................................................................ 20

5.2 Financial Ratios .............................................................................................................................................. 20

5.3 Key Activities ................................................................................................................................................. 20

5.4 Program Financial Position ............................................................................................................................. 21

6. BUSINESS IMPROVEMENT ............................................................................................................................. 23

6.1 Business Improvements ................................................................................................................................. 23

7. PROJECTS ..................................................................................................................................................... 23

7.1 Internal Projects ............................................................................................................................................. 23

7.2 Capital Projects .............................................................................................................................................. 24

8. REGULATORY COMPLIANCE.......................................................................................................................... 25

8.1 Financial Compliance ..................................................................................................................................... 25

8.2 Corporate Governance ................................................................................................................................... 26

8.3 Internal Audit ................................................................................................................................................. 28

9. LAND & BUILDINGS ....................................................................................................................................... 29

9.1 Building Maintenance ..................................................................................................................................... 29

9.2 Land & Tenure ................................................................................................................................................ 29


1

1. EXECUTIVE SUMMARY

This month our internal safety systems were rationalised through the development of ‘The Hub’, which improves access to the centralised management and control of safety, quality and environment documents. The Hub is part of Council’s intranet and it has streamlined all safety information and resources into the one easily to use location, as well as removing some levels of duplication.

The 2017/18 Financial Year result is looking very positive as at the end of June 2018. Current indicative result show a year end operating surplus of $3.8M. This is subject to finalisation through the annual financial statements process. Revenue is higher than originally predicted, through the receipt of higher fees and charges and other revenue. Savings in expenditure overall was also realised.

In addition to the financial results, the Organisational Services programs have all had a great year and improved the way we do business across the board. The Shared Services teams continue to meet or exceed their KPIs consistently, the Assets team have completed the capitalisation and valuation processes far earlier than in past years and the Plant & Procurement team have implemented the plant replacement program on time and on budget with improvements to safety along the way. The Governance and Safety, Finance, People and Culture and Property Services teams have also innovated and continuously improved how we support the operational arms of Council to deliver their services. As in past years, an end of year summary report will be presented to Council next month.

Andrew Knight

Director Organisational Services


2

2. SAFETY

2.1 Incidents and Injuries

Lost Time Injuries & Days Lost

There has been two LTIs recorded for the 2017-18 financial year.

Two injuries to MRC employees were reported in June:

• A worker experienced shoulder pain after prolonged seating at a workstation.

• A worker bumped their head whilst reaching under their desk.

Two incidents involving a contractor were reported in June:

• An in-slab cable was damaged while drilling into concrete floor to run cables. (the cable was no longer in use and was not live)

• A contractor was observed working unsafely on a ladder.


3

Department

2013-14 2014-15 2015-16 2016-17 2017-18

LTI Days Lost LTI

Days Lost LTI

Days Lost LTI

Days Lost

LTI

Days Lost

Assets

Finance 1 4

SSC 1 4

Procurement & Plant 1 17

Property Services

Governance & Safety 1 8

Office of the Mayor & CEO

Organisational Services 1 4 0 0 1 4 0 0 2 25

2.2 Key Activities

• Over 50 staff members were provided training on light vehicle operation and load restraint, developed in response to recent incidents; a further 40 staff will be trained in July 18.

• Evidence was gathered in preparation for an external audit of our WHS management systems. Positive feedback was received from the audit, conducted in mid-June. MRC is awaiting the final audit report; an audit action plan will be developed to implement recommendations arising from the audit.

• The three-year Safety Strategy and Action Plan was reviewed and amended; for consultation in July 18.

• Contractor management information sessions, outlining MRC’s WHS requirements, were conducted with staff and contractors.

• Improved safety processes were implemented in response to a serious ‘working at heights’ incident at the Pioneer Pool.

• Safety systems were rationalised through the development of ‘The Hub’, which improves access to, and provides for the centralised management and control of safety, quality and environment documents.

• Corporate WHS Management System procedures and associated documents were reviewed and amended, as part of ‘The Hub’ project.

Glossary

Incident Any unplanned event resulting in, or having a potential for injury or ill health.

Lost Time Injury (LTI) Incidents that resulted in a fatality, permanent disability or time lost from work of one day / part of a day or more

Total Recordable Injuries (TRI) Incidents that result in a Lost Time Injury (LTI), Suitable Duties Injury (SDI) and Medical Treatment Injury (MTI)


4

3. CUSTOMER SERVICE

3.1 External Customer Services

KPI KPI Description

Target

Result Red

(Under KPI)

Green

(Met KPI)

Blue

(Exceed KPI)

First Contact

Resolution (FCR)

The percentage of external

customer enquiries that are

resolved at the first point of

contact.

< 50% 50-60% > 60% 56

Grade of Service

(GOS)

The percentage of customer

calls that are answered

within 60 seconds across the

NAS team.

< 80% 80-85% > 85% 82

Abandoned Calls

The percentage of customers

that abandon their call before

being served.

> 6% 4.5-6% < 4.5% 3.79

External

Customer

Satisfaction

A measure of customer

satisfaction as reported by

the end of call survey

< 80% 80-85% > 85% 95

Customer

Request

Completion

Service requests resolved

within corporate standard

timeframes

< 80% 80-85% > 85% 90

KPI Graphs and Commentary

First Contact Resolution: FCR results remained consistent with 56% of customer queries resolved at first contact in June, and 55% in May.

0%

10%

20%

30%

40%

50%

60%

70%

Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun

First Contact Resolution

16/17

17/18

FY17/18Satisfactory Target

FY17/18 ExceededTarget


5

Grade of Service: A total of 8,317 calls were received in the June reporting period, averaging 416 calls per day, compared with 410 per day in May.

Abandoned Calls: Abandoned calls increased from 3.74% in May to 3.79% in June across the combined queues.

For the main MRC queue, the abandoned call rate was 3.07% (204 calls). The call back take-up rate continues

to remain low at 1.19%, with an Average Speed of Answer at 1 minute 35 seconds.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

2000

4000

6000

8000

10000

12000

1 2 3 4 5 6 7 8 9 10 11 12

Grade of Service

Calls Received16/17

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%


Abandoned Calls

Satisfactory

Exceeded

16/17

17/18


6

External Customer Satisfaction: Consistent with May's performance, 283 surveys completed in the month of

June represented 4.3% of the overall call volume.

Customer Request Completion: Lodged requests for SSC remain consistent averaging 36 per day and resolve times continue to exceed targets at 90% resolved within standard timeframes. Lodged requests for MRC have Increased from 166 in May to 180 in June and with on-time resolution remaining steady at 69%.

50%

60%

70%

80%

90%

100%

110%


External Customer Satisfaction - End of call survey

Satisfactory

Exceeded

16/17

17/18

Lodged Resolved within SLA

MRC Total 3604 69%

SSC 727 90%

MRC Top 5 Pathway requests Lodged June 2018

Volume

% of total

requests

Replace Wheelie Bin 338 9.4%

Change of mailing address 210 5.8%

Repair Wheelie Bin 210 5.8%

Water – Leak (Public Area) 172 4.8%

Planning Advice Enquiries 114 3.2%


7

3.2 Aquatic Facilities

An Aquatic Facility Management tender has gone out for the Memorial Pool, Pioneer Pool and the new Mackay Regional Sports Precinct, which includes separable portions as per below. The tender is due to close at 9am Monday 16 July 2018.

Global Product Search (the contractor managing the Bluewater Lagoon) is managing the Pioneer and Memorial Pools operations on an interim basis until the tender is awarded.

The heating unit at the Memorial Pool is deteriorating due to its age, however it is being closely monitored and repaired to keep it in service.

A separate tender for the Mirani Pool & Caravan Park has gone out and will close early in the new financial year.

Attendance Figures:

Bluewater Lagoon:

June: 720

Memorial Pool:

June: 1607

Pioneer, Mirani & Sarina are currently closed for the cooler months.


8

3.3 IT Support

Internal Service Metrics

KPI KPI Description

Target

Result Red

(Under KPI)

Green

(Met KPI)

Blue

(Exceed KPI)

Incident Resolution

Percentage of incidents

resolved within corporate

standard timeframes

80% 80-85% 85% 86.7%

Service Request

Resolution

Percentage of service

requests resolved within

corporate standard

timeframes

80% 80-85% 85% 87.3%

Internal Customer

Satisfaction Survey

IT email survey - % of

customers whose

experience met or

exceeded expectations

75% 75-84% 85% 99.1%

Applications Availability

KPI KPI Description

Target

Result Red

(Under KPI)

Green

(Met KPI)

Blue

(Exceed KPI)

Tier 1 Systems Refer to the table under

‘KPI Commentary’

section below for detail

on which systems are

included in each tier.

< 98% 98-99% > 99% 99.97%

Tier 2 Systems < 98% 98-99% > 99% 99.86%

Tier 3 Systems < 98% 98-99% > 99% 100%

KPI Commentary Incident and Service Request Metrics: The volume of incidents raised increased this month, from 725 in May to 815 in June.

The ICT Operations team continue to achieve good closure rates with 90% of service requests closed in June. The below graph identifies the Raised Vs Closed and Pending requests, along with WIP and backlog. Please note that significant gain has been made with backlog during first period of May as a more collaborative approach is being taken with previous functional silo’s e.g. sharing of Network and Systems backlog and WIP queues.


9

Definitions:

WIP – complex support requests that are within service level agreements and simple support requests open on day of raising.

Backlog – complex support requests that have exceeded service level agreements and simple support requests remaining unresolved after day of raising.

Internal Customer Satisfaction: During the month of June 553 survey responses were received, which represents 98% of the requests and incidents lodged.

Applications Availability: The below table shows which corporate applications are considered tier 1 and 2. All other systems not specifically noted are considered tier 3.

Tier 1 Tier 2 Tier 3

ECM Finance One

Email GIS

Internet

Kiosk_Chris21

Pathway

Aurora Bruce Mandalay

Manage Engine


10

3.4 Key Activities

Activity Program Comments

Windows 10 SSC Roll out finalised

Chris 21 Upgrade SSC Upgrade of people management systems complete

Wellbeing SSC

Launched 12-week challenge to increase physical activity of our team with a difference. Program has been broken into teams that must use daily step counts to “race” to their global destination.

Productivity SSC

The productivity team has been busily rolling out tools to assist teams within the Shared Service Centre to identify opportunities to streamline processes to improve outcomes for our customers; both external and internal. This program compliments the roll out of the ProMapp system which provides a single repository for the recording of processes. This allows us to understand what we do, why we do it and who else is involved. Improved customer outcomes will be realised by constantly challenging what we do and how we do it.


11

3.5 Procurement Services

Activity June 2017 June 2018

Purchase Orders (PO) Raised 728 777

Line Items in POs 2431 1885

POs Received 1305 1147

Line Items in POs Received 4901 4460

Invoices Processed 4810 3898

Request for Quotes Issued 12 8

Tenders Issued 4 4

Tenders Awarded 4 6

Quotes Awarded 9 4

Area Monthly Amount

June 2018

Monthly % June 2018

FYTD Amount FYTD %

Local Spend (Mackay region) $14,981,865 73% $169,296,778 77%

Regional Spend (WROC area) $193,306 1% $825,347 1%

External Spend $5,419,881 26% $49,327,956 22%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

75% 73%80% 77%

63%

81%

71%

87% 85%78%

89%

73%

25% 27%19% 22%

36%

18%

28%

12% 14%21%

10%

26%

0% 0% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1%

Area Monthly Spend %

Regional Spend(WROC Area)

External Spend %

Local Spend (MackayRegion)


12

LOCAL Non-Local WROC (Regional) TOTAL SPEND

2016/2017 $135,623,010 $40,307,704 $637,069 $ 176,567,783

2017/2018 $169,296,778 $49,327,956 $825,347 $ 219,450,081

Local, $135,623,010 , 77%

Non-Local , $40,307,704 ,

23%

WROC, $637,069 , 0%

2016/2017 SPEND

Local, $169,296,778 , 77%

Non-Local , $49,327,956 ,

23%

WROC, $825,347 , 0%

2017/2018 SPEND


13

Council took delivery of 3 new tipper trucks this month from local firm, as part of the 2017-2018 plant replacement program.


14

3.6 Property Services

Breakdown of Building Maintenance Requests Actioned - June 2018

Volume % of total

requests

Miscellaneous 74 42.05%

Repairs 36 20.45%

Plumbing 30 17.05%

Electrical 24 13.64%

Safety & Legislation 7 3.98%

Air Conditioning 5 2.84%

0

50

100

150

200

250

300

350

400

Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun

Pathways Requests

Key & Padlock Requests

Security Access Requests

Building Maintenance Requests

Actioned Property Services Requests

Of the total number of Building Maintenance Requests received for the month of June (176), the top 3 requests related to Miscellaneous (including cleaning, consumables, furniture), Repairs (including doors/locks/hardware, fixtures & fittings) and Plumbing requests.

Paget Depot Village Square repaired shade sail


15

4. PEOPLE AND CULTURE 4.1 Key Activities

Activity Comments

Organisational Culture

• 2017 Employee Engagement Pulse Survey actions are underway in each Program that

has identified appropriate actions. The next survey is planned as a full survey and will be

conducted in late 2018.

• The organisational culture strategy initiatives and Program based actions alignment were

reviewed with the Management Team recently to ensure that the P&C Action Plan for

FY18-19 was assisting the Programs in delivering on their actions.

Health and Wellbeing

• The Health and Wellbeing Committee EOI process was completed with approximately 15

employees wanting to be a part of the committee. The first meeting is planned for 26 July.

• Several initiatives, including promoting community based training, have been undertaken

in mental health and suicide awareness initiatives.

• P&C attended workshops and conference on building Workplace, Mental Health and Wellbeing and Building a Mentally Healthy Workplace.

• Manup Prostate Awareness training was delivered at Sarina, Paget, Jubilee Centre and Mirani.

Diversity and Inclusion

• The Inclusive Workplace Policy was supported by the SLPT for submission to Council as

a Council Policy. The policy flows from several initiatives in diversity and inclusion, in

particular the Inclusive Workplace workshops.

• The Working from Anywhere Policy working group is reviewing the Working from Home

Policy to ensure that it is more inclusive of the variety of diverse ways that employees can

work within Council and to better leverage advances in technology.

• Two MRC employees spoke at the Mackay Engineering College’s 2018 Toolkit for Girls Workshop

Leadership Development

• 360O feedback is continuing for all Program Managers. This will be complete by early

August for group feedback sessions in mid-August.

• The Elev8 Leadership Series will be re-started in FY18-19, replacing the SUPERvisor

Program.

• 32 of the of the 52 e-Learning courses on MRC policies have been developed ready for

deployment as part of the Elev8 program. IT has anticipated that the remaining policies

will be updated by 30 September.


16

Learning and Development

• The revised Education Assistance Policy was approved by SLPT and will be implemented

in FY18-19. The new policy is more proactive and business focused with clear links to

workforce planning, succession planning and talent management.

• MRC will be participating in the LGMA Rural Management Challenge 2018 which is the

rural/regional version of the LGMA Management Challenge, to be conducted in

Rockhampton in November for CQ based local governments.

• Public Sector Ethics training was conducted by the Office of the Queensland Ombudsman

in June for leadership and specific other roles. This training included the MRC Code of

Conduct and related policies as the basis for the training sessions.

Load Restraint Training delivered to approx. 90 employees

Trainees representing MRC at the Mackay Show

People and Culture

• Organisational change management will be encapsulated in a new administrative policy

to assist Programs in adjusting the manner in which they are able to deliver the outcomes,

in a consistent manner across the whole of MRC.

• The labour hire vendor change process was completed with the transition to the new

contract and rates from 2 July 2018. The change will deliver significant savings in terms

of effectively reducing the amount of labour hire, with its premium pricing, and replacing

it with more cost-effective solutions such as fixed term or casual employment with MRC.

It has also allowed greater transparency of the costs associated with the labour hire

engagements as well as the purpose for which labour hire has been engaged.

• New pre-employment medical supplier as of 1 July.


17

4.2 Staff Contingent

Status OMC ECI DS CCS OS CW TOTAL Prev.

Month

Full Time 8 360 173 108 166 2 817 820

Part Time 0 5 6 29 35 0 75 69

Apprentice/Trainees 1 7 12 4 9 0 33 34

Temp 0 12 9 12 10 0 43 42

Casual 0 8 12 84 2 0 106 113

TOTAL EMPLOYED 9 392 212 237 222 2 1074 1078

Active Recruitment 0 14 7 11 8 0 40 34

TOTAL 9 406 219 248 230 2 1114 1112

*Stats current as of 30/06/2018

• Total vacant positions: 73

• Total number of positions filled in June: 17

0

10

20

30

40

50

60

70

80

90

Jan 18 Feb 18 Mar 18 Apr 18 May 18 Jun 18

Monthly Recruitment Statistics

Total Vacant Positions Positions Filled Departures


18

A big welcome to the 7 new employees who commenced with MRC and attended their face to face induction in the month on June.

• As of 30 June, there were 40 positions across Council that were actively being recruited to either through external or internal recruitment and selection processes. The total current vacant positions are 73. Total vacant positions may differ from active vacancies due to positions on hold, higher duties/secondments or requisitions yet to be received by Recruitment.

0

10

20

30

40

50

60

70

80

90

January February March April May June

Monthly Position Occupancy

Total Vacancies Advertised Vacancies Secondment Higher Duties


19

• 12 month moving average turnover was 14.38% as at 30 June 2018.

• Monthly turnover 1.51% as at 30 June 2018

• A total of 16 employees departed MRC in the month of June, 6 in May 2018.

Resignations (Inc left without notice), 9

Contract Finished, 7

SEPARATIONS FOR MAY 2018

Resignations (Inc left without notice) Retired

Termination of Employment Contract Finished

Death / Invalidity


20

5. FINANCIAL PERFORMANCE

5.1 Summary Financial Position

(in $ ‘000) YTD Budget YTD Actual Variance

Total Revenue 265,104 266,865 1,761

Total Expenses 176,173 175,152 (1,021)

Operating Surplus (BID) 88,931 91,713 2,782

Depreciation 76,641 76,504 (137)

Interest 11,373 11,326 (47)

Net Operating Surplus 917 3,883 2,966

The information presented above is the interim financial result as at the end of June 2018, prior to the finalisation of end of year accounts. Small movements in the accounts are still expected through the reconciliation of the financial statements. Council is currently reporting an indicative surplus of $3.8M. Revenue was higher than predicted, through the receipt of higher fees and charges and other revenue. Savings in expenditure were also realised.

5.2 Financial Ratios

YTD Target

Operating Surplus % 1.5% 0% - 10%

Interest coverage % 2.0% 0% - 5%

Net financial liabilities % 10.4% < 60%

Current ratio 2.7 Between 1 and 4

Asset sustainability % 58.3% > 90%

Capital expenditure ratio 1.27 > 1.1 times

All ratios are within target range, noting the finalisation of accounts may slightly alter the final results. The asset sustainability ratio has not reached target as predicted for this financial year. This is reflective of Council’s relatively new asset base, following a period of high growth and a sustained period of NDRRA repairs. This means the requirement to spend significant funds on renewals at this stage is relatively low, but will be monitored in the future to ensure spend is sufficient.

5.3 Key Activities


Budgets & LTFF Finance

The 2018/19 budget was presented to council in June but was not adopted. Revisions to the budget were made and the budget is now scheduled to be presented to council in July.

Statutory Reporting Finance The monthly Strategic Financial Report for May was presented to Council in June.

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1,5

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with fin

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this

will show

a s

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expensed a

ctu

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were

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nticip

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the

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of th

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than fore

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oth

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slightly less t

han p

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The Q

G D

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the first

insta

lment

of $175,0

0,

from

a $

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in F

Y17-1

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would

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result o

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the c

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s

bein

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not

bein

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hat

was

budgete

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the C

yclo

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6. BUSINESS IMPROVEMENT

6.1 Business Improvements

7. PROJECTS

7.1 Internal Projects

OPEX Projects

Description Program Comments

Enterprise Risk Management (ERM) Review

G&S Feedback received for the new framework and policy was prepared for presentation to the July Audit Committee, in preparation for drafting of the final versions for September 2018.

Corporate Performance Planning Project

G&S The new format of the Operational Plan for 18/19 was adopted this month. Quarterly target setting for Action Plans is nearing completion and will inform Operational Plan reporting and also a new Directors Quarterly Action Plan Report.

Additionally, understanding the various strategies that exist has been a focus, and will continue into the coming months.

Safety Systems Streamlining Project

G&S A new brand that captures each of the quality, safety and environment has been designed and developed. Extensive communication activities of the new brand has been a focus this month. The new brand is set to go live next month.

Legislative Compliance Review

G&S The legislative compliance review was completed. As a result of the review, existing controls will be supplemented by the addition of a program of internal checks of compliance based on risk.

Insurance Review Project

G&S A draft policy has been developed for consultation and good progress is being made on the development of guidelines to assist asset owners. In order to improve the quality of asset data an ‘Insurance Process Improvement Action Plan – Assets’ is being implemented by the G&S and Asset Management programs.

Project Program Comments

Valuation for FY2018

AM The valuations are complete and are currently being put into the Asset Register.

Assetic Visit AM Assetic visited Mackay to offer advice to water as how we can improve our

maintenance processes and started scoping the implementation for civil ops.

Asset Capitalisation

AM FY2018 capitalisation complete with over $60M new assets added to the register. FY2019 will have annual capitalisation targets.


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7.2 Capital Projects

Project Phase Project %

Completion Comments

Mirani depot wash bay Construction 80%

Shed construction completed end of June. Main security gate installed. Civil works and 2nd security gate started 25 June. Wash bay plant room installation starts 2 July. Project scheduled completion approx. 20 July.

Mirani Depot Wash Bay

Plant Replacement Program

99% The 2017-2018 plant replacement program saw Council receive some fantastic trade prices together with a number of savings. Program efficiencies now have the opportunity to be recognised following some fleet upgrades where other programs worked with Fleet staff to increase the level of safety for their teams.

Paget Depot Workshop Extension

Tender 14% Awaiting advices from contractor regarding compliance with design. Preliminary evaluation undertaken.

Bluewater Quay Café- new amenities and storage.

approval 20% Tender phase completed, quotes still significantly above reasonable cost and allocated budget. Currently evaluating the feasibility of a different approach with work split into packages supervised by PS staff.

Administration Building Refurbishment

Tender 15% Tender closes on the 10 July 2018. Site meetings held with several contractors.

Goldsmith Street, No. 5 & 7 Council Houses

Finalisation 100% Final payment made to Mackay House removals. Final Certificate issued.

Animal Management Centre

Design 8% Client confirming scope of final build requirements. Detailed design pending from consultant.

Renewable Energy – Small Scale Solar

Design 5% Contractor working on design drawing for Ergon applications.


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\

C

8. REGULATORY COMPLIANCE

8.1 Financial Compliance

Description Program Timeframe

Manage capital and operational budgets to achieve the benchmark Local Government financial sustainability ratios, including the operating surplus, net financial liabilities, and asset sustainability ratios.

Measure: Completion of Long Term Financial Forecast including applicable ratios

Finance

Provide relevant and useful information to Council, stakeholders and clients.

Measure: Production of monthly strategic financial reports

Finance

Provide relevant and useful information to Council, stakeholders and clients.

Measure: Number of high risk audit issues

Finance

Project Phase Project %

Completion Comments

Windows 10 Standard Operating Environment

Movement to industry standard provision and improvements in security and corporate application integration.

Complete 100% Successful deployment across the organisation.

Endpoint Protection Management

Convergence of endpoint device security and enhancements in our endpoint configuration management.

Complete 100% Successful deployment across the organisation.

Intranet and Customer Portal

Hybrid delivery utilising SharePoint online to achieve intranet and extranet (portal) capabilities to our organisation and patrons.

Complete 100% Launch date to be advised.


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8.2 Corporate Governance


Right to Information G&S

2 RTI Applications were received during the month of June:

• Request for internal documents pertaining to Operational Works;

• Request for internal documents pertaining to Proposed Dangerous Dog Declaration.

Policy Reviews

G&S 2 Policies have been reviewed and forwarded to JCC for comment.

1 Policy was forwarded for Management Consultation.

Corporate Governance Investigations G&S

1 internal review complaint was investigated by Corporate Governance during June.

7 administrative action complaints were received.

Cyclone Debbie Insurance Claim G&S

Council has signed a Form of Release with our insurers to reimburse Council for TC Debbie claim. These funds will be distributed to the Programs affected under the claim. A contractor has been appointed by the insurer to repair the damaged ‘Parks’ shade sails.

Projects G&S

Corporate Governance has commenced two projects to review processes and procedures for Insurance Claims and Authorised Persons. Shared Services is assisting CG in potentially automating Authorised Persons across Council.

Engagement G&S

The QLD Ombudsman provided Public Sector Ethics training to all managers and directors this month. From this training, Corporate Governance received requests to attend specific team meetings/toolbox talks to discuss the matter further.


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8.3 Internal Audit

Internal Audit Reviews Underway Status Comments

Management of volunteers

Assess volunteer management and administration including engagement, risk management, WHS and insurance.

Completed

Project Management Framework and compliance

Review the Enterprise Project management Framework to assess control elements and that they are being consistently applied and benefits realised.

Completed

Assets Sales & Disposals

Assess adequacy and effectives of governance and control processes regarding disposal of assets include delegated and regulatory compliance

In Progress Field work has commenced. Expected to be finalised by the end of August.

Plant Utilisation

Review the effectiveness of fleet management processes,

Completed External expertise was used to assist in this review.

Cyber Security

Following the 2017 review; a review of the work completed towards implementing the recommendations and a penetration testing of an additional council application system.

In Progress The review has been completed with the exception of penetration testing which will be undertaken in July.

Other Internal Audit Activity Comments

Audit Committee The next meeting is scheduled for 6 September 2018.


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9. LAND & BUILDINGS

9.1 Building Maintenance

Sarina Sugar Shed replacement section of guttering

Description

Removal, re-stitch and re-installation of damaged shade sail at Paget Depot Village Square.

One Stop Medical (The Dome) ongoing weekend works rectifying ceiling leaks and AC chiller line leaks.

Tenancy 6A (The Dome) rectification of emergency exits. Tenancy 6C (The Dome) re-carpeting and replacement of damaged glass pane.

Tenancy 5 Mothers Pantry (The Dome) kitchen wall replacement due to water damage.

Ness St Depot lunch room upgrades continuing.

Ness St Depot sand fill shed – roof sheeting complete, flashing and gutter installation in progress.

Installation of new 6m section of guttering to replace rusted section complete at Sarina Sugar Shed.

New air compressor installed, awaiting final connections at Paget Depot.

Replacement refrigeration motor installed to air dryer for existing air compressor unit.

Replacement of 2 rusted out steel door frames with new at the MECC.

MECC (Entertainment Centre) bar counter top replacement.

Replacement fridges supplied and installed at Mirani Boardroom and Caravan Park outdoor kitchen.

Removal of electric BBQ at Mirani Pool and replacement with mobile gas BBQ. Outdoor power point installed at location of removed electric unit.

Works completed at Ashtart Café (Bluewater Quay) in preparation for tenant to take over;

- Refurbishment of glycol system (beer line).

- New commercial grade vinyl flooring installed.


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9.2 Land & Tenure

Description

Available tenure for community organisations: -

• Promotion of sharing facilities and grounds with likeminded organisations are always recommended in the first instance.

• Buildings or storage space - Nil

• Vacant Land: -

o Bovey Street, North Mackay o Heaths Road, Glenella (low lying)

Rural land of various sizes average of 20kms distance from Mackay city centre.

Encroachment agreements reached and being rectified: -

• Grasstree Beach Road, Grasstree Beach

Freehold properties currently listed for sale, as a result of the freehold land investigations: -

• Lot 5 Bruce Hwy, Kuttabul - being marketed.

• Lot 1 Vellas Road, Mirani - in negotiation

• Lot 3 Vellas Road, Mirani - in negotiation

Weekly meetings established with The Dome Property Managers to discuss marketing, prospective tenants and maintenance issues.

Current Status: Tenancies occupied – 2, 5, 6, 7, 8, 11,12,13 and 14 Tenancies that have proposals by interested parties – 9, 10.

Tenancies vacant – 3, 4, 6c.

Knight Frank have implemented a new maintenance system (FRC) with tenants including the library to assist with the lodging process for maintenance issues.

The Land & Road Use Committee agenda included the following requests for comments: -

• 2 x road issues being a permanent road closure application.

• 3 x land issues.

Lease Matters

• Discussions continuing with Mackay Family Historical Society & Printbank regarding usage of the upstairs area of the Old Town Hall building.

• Licence negotiations continuing with licensee for Ashtart Restaurant at Blue Water Quay.

• Discussions held with Mackay Christian College regarding usage within Quarry Hill.

• Evaluation commenced on lease for land at Mirani.

• Lease inspection at Citibeach Volleyball.

• Lease policy work has re-commenced.

• Meeting held with Community Lifestyle and Sport & Recreation Officers to re-establish relationships on working together for our not-for profit organisations in relation to leasing.

• Council resolution for tenancy 10 at The Dome.

• HOA received for tenancy 11 at The Dome.

highlights and significant issues report

Documents