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Organisational Services

Organisational Services Monthly Review > July 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 .............................................................................................................................................. 6

3.3 IT Support ........................................................................................................................................................ 7

3.4 Key Activities ................................................................................................................................................... 9

3.5 Procurement Services .................................................................................................................................... 10

3.6 Property Services........................................................................................................................................... 11

4. PEOPLE AND CULTURE ................................................................................................................................. 12

4.1 Key Activities ................................................................................................................................................. 12

4.2 Staff Contingent ............................................................................................................................................. 14

5. FINANCIAL PERFORMANCE ........................................................................................................................... 17

5.1 Summary Financial Position ............................................................................................................................ 17

5.2 Financial Ratios .............................................................................................................................................. 17

5.3 Key Activities ................................................................................................................................................. 17

5.4 Program Financial Position ............................................................................................................................. 18

6. BUSINESS IMPROVEMENT ............................................................................................................................. 20

6.1 Business Improvements ................................................................................................................................. 20

7. PROJECTS ..................................................................................................................................................... 21

7.1 Internal Projects ............................................................................................................................................. 21

7.2 Capital Projects .............................................................................................................................................. 21

8. REGULATORY COMPLIANCE.......................................................................................................................... 22

8.1 Financial Compliance ..................................................................................................................................... 22

8.2 Corporate Governance ................................................................................................................................... 22

8.3 Internal Audit ................................................................................................................................................. 24

9. LAND & BUILDINGS ....................................................................................................................................... 25

9.1 Building Maintenance ..................................................................................................................................... 25

9.2 Land & Tenure ................................................................................................................................................ 27


1

1. EXECUTIVE SUMMARY

This month the Central Queensland Regional Final of the Queensland Training Awards were held in Mackay at the MECC. Council had finalists in three categories: Brittany Webster - Harry Hauenschild Apprentice of the year, Suzanne McCormack - Vocational Student of the Year and Jerron Wagg - Aboriginal and Torres Strait Islander Student of the Year, as well as being a finalist itself in the Large Employer of the Year. Even though Suzanne and Jerron did not win, I am immensely proud of their achievements and for them to be recognised at such a high level. Pleasingly Brittany won her category and will now proceed to the State Finals in Brisbane later this year. The significant investment in and focus on Trainees and Apprentices that Council continues to provide year after year is clearly having an impact on not only Council but the region as well.

Council was also awarded the ‘Silver Star’ award for the encouraging results of the external safety audit conducted in June 2018. Another great piece of work by the Governance and Safety team was the launch of THE HUB. This is a new intranet site that has been created for all safety, quality and environment documentation. It brings together documentation from previous sites such as SafePlan and IMS and it has been very well received by staff.

The completion of the 2017/18 financial statements is well underway and as previously noted a better than budget surplus is increasingly likely. Regardless of the result, the task is massive and the Finance team completes it at a very high level and also continues with business as usual workload (which in itself is very large in an entity of Council’s size).

Andrew Knight

Director Organisational Services


2

2. SAFETY

2.1 Incidents and Injuries

One injury to an MRC employee was reported in July:

• A worker’s hand was injured when the worker fell while exiting a truck.

One near miss incident was reported in July:

• A customer acted aggressively & was verbally threatening towards customer service staff. Each incident is investigated and appropriate corrective measures implemented, to reduce future risks.

• There has been no LTIs recorded for the 2018-19 financial year.

Department

2015-16 2016-17 2017-18 2018-19

LTI Days Lost LTI Days Lost

LTI Days Lost LTI Days Lost

Assets

Finance

SSC 1 4

Procurement & Plant 1 17

Property Services

Governance & Safety 1 8

Office of the Mayor & CEO

Organisational Services

1 4 0 0 2 25 0 0

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)


3

2.2 Key Activities

• THE HUB was launched – a new site on Bruce that has been created for all safety, quality and environment documentation. It brings together documentation from previous sites such as SafePlan and IMS. Information and awareness sessions have been conducted across MRC to familiarise users.

• The review and amendment of WHS procedures is continuing, as part of ‘THE HUB’ project.

• The WHS Team participated in and supported a hazardous areas assessment at Sarina Sugar Shed; identifying hazards and risks associated with the milling process.

• The three-year Safety Strategy and Action Plan was provided to the Management Team and Health and Safety Representatives for consultation.

• A further forty staff members were provided training on light vehicle operation and load restraint, developed in response to recent incidents. Fifty staff were trained in June. Further sessions will be conducted quarterly.

• Council was awarded the ‘Silver Star’ award for the encouraging results of the external safety audit conducted in June 2018. An implementation plan for the recommendations of the audit is being developed.


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% 57%

Grade of Service

(GOS)

The percentage of customer

calls that are answered

within 60 seconds across the

NAS team.

< 80% 80-85% > 85% 71%

Abandoned Calls

The percentage of customers

that abandon their call before

being served.

> 6% 4.5-6% < 4.5% 5.53%

External

Customer

Satisfaction

A measure of customer

satisfaction as reported by

the end of call survey

< 80% 80-85% > 85% 96%

Customer

Request

Completion

Service requests resolved

within corporate standard

timeframes

< 80% 80-85% > 85% 91%

KPI Graphs and Commentary

First Contact Resolution: FCR results remained consistent with 57% of customer queries resolved at first contact in July, and 56% in June.


5

Grade of Service: A total of 8,839 calls were received in the July reporting period, averaging 384 calls per day, compared with 416 per day in June. Multiple career progression opportunities both into and out of this team, combined with an annual peak in workload have impacted on the services provided in July. Recruitment for this area is almost complete, which will see stabilisation in this program and a return to consistently high levels of performance.

Abandoned Calls: Abandoned calls increased from 3.79% in June to 5.53% in July across the combined queues.

For the main MRC queue, the abandoned call rate was 4.74% (325calls). The call back take-up rate continues

to remain low at 2.25%, with an Average Speed of Answer at 1 minute 35 seconds.

External Customer Satisfaction: Consistent with June's performance, 109 surveys completed in the month of

July represented 3% of the overall call volume.


6

Customer Request Completion: Lodged requests for SSC remain consistent averaging 34 per day and resolve times continue to exceed targets at 91% resolved within standard timeframes. Lodged requests for MRC have decreased from 166 in June to 162 in July and with on-time resolution remaining steady at 69%.

3.2 Aquatic Facilities

Over the winter period so far, we have had numerous compliments on the temperature of the water and the appearance of the grounds and facility as a whole for the Memorial Pool.

Tenders for the Pioneer, Memorial, Mackay Regional Sports Precinct & Mirani Pools have closed and have been evaluated. A decision paper on the tender is presented in a separate report to this meeting.

Maintenance at the Bluewater Lagoon has begun starting with the removal of the red slide from the interactive play equipment. The slide was damaged the week prior to closure and has been removed from site to be fibreglassed and re-painted.

Attendance Figures:

Pioneer, Mirani & Sarina are currently closed for the cooler months along with the Bluewater Lagoon which closed on the 16 July for maintenance.

Lodged Resolved within SLA

MRC Total 3561 69%

SSC 743 91%

MRC Top 5 Pathway requests Lodged June 2018

Volume

% of total

requests

Change of mailing address 265 7.3%

Replace Wheelie Bin 237 6.5%

Water – Leak (Public Area) 198 5.4%

Repair Wheelie Bin 151 4.1%

Planning Advice Enquiries 105 2.9%

Facility Attendance Figures - July 2018

Bluewater Lagoon 3906

Memorial Pool 2343


7

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% 76%

Service Request

Resolution

Percentage of service

requests resolved within

corporate standard

timeframes

80% 80-85% 85% 85%

Internal Customer

Satisfaction Survey

IT email survey - % of

customers whose

experience met or

exceeded expectations

75% 75-84% 85% 98%

Note: Backlog and work in progress (WIP) reduced during July despite an increase in service requests being raised. As expected, addressing backlog has resulted in a breach of the incident resolution KPI as old tickets in general are in a breach status.

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% 99.86%

Tier 2 Systems < 98% 98-99% > 99% 99.99%

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

KPI Commentary Incident and Service Request Metrics: The volume of incidents raised increased this month, from 815 in June to 862 in July.

The ICT Operations team continue to achieve good closure rates with 81% of service requests closed in July. The below graph identifies the Raised Vs Closed and Pending requests, along with WIP and backlog.


8

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 July 471 survey responses were received, which represents 54% of the requests and incidents lodged.


9

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

3.4 Key Activities

Activity Program Comments

Productivity

SSC

Over the past 12 months the Business Process Improvement (BPI) team have been developing a suite of productivity tools to assist with identifying, managing and delivering change opportunities. Further assisting this is the development of a governance framework that assists with tracking, prioritising and measuring benefits. To date the BPI team, have:

• Delivered four workshops

• Developed five factsheets and change specific tools

These initiatives have supported 63 improvement ideas resulting in;

• Improving of first contact resolution

• Increased accuracy of information

• Quality information tailored to customer needs

• Elimination of extra processing in 68% of the improvement ideas

Business Process Management

SSC

The ProMapp journey is now in its second year, commencing late 2016 with three business units piloting the system. ProMapp provides a process mapping system that allows MRC to understand what they do, how they do it, who it involves and how much it costs. To date 14 business units have been engaged resulting in approximately 500 published processes. Stage 3 is currently underway with Stage 4 planned for next month.

Information Services Projects

SSC

Detailed planning commenced for CiAnywhere Enhancements; Cemeteries replacement of Marcis; Chris 21 upgrade. Detailed planning and procurement commenced for Intranet and Customer Portal and Disaster Management Communication Hub. Procurement commenced for EndPoint Device Replacement.


10

3.5 Procurement Services

Activity July 2017 July 2018

Purchase Orders (PO) Raised 947 1035

Line Items in POs 2386 2726

POs Received 1226 972

Line Items in POs Received 5087 3505

Invoices Processed 3800 3256

Request for Quotes Issued 10 13

Tenders Issued 8 7

Tenders Awarded 4 3

Quotes Awarded 10 8

Area Monthly Amount

July 2018

Monthly % July 2018

FYTD Amount FYTD %

Local Spend (Mackay region) $6,782,351 73 $6,782,351 73

Regional Spend (WROC area) $39,688 1 $39,688 1

External Spend $2,430,273 26 $2,430,273 26

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18

71%

87% 85% 78%89%

73% 73%

28%

12% 14% 21%10%

26% 26%

1% 1% 1% 1% 1% 1% 1%

Area Monthly Spend %

Regional Spend(WROC Area)

External Spend %

Local Spend(Mackay Region)


11

3.6 Property Services

Breakdown of Building Maintenance Requests Actioned - July 2018

Volume % of total

requests

Miscellaneous 64 29.91%

Repairs 51 23.83%

Electrical 45 21.03%

Plumbing 39 18.22%

Safety & Legislation 10 4.67%

Air Conditioning 5 2.34%

0

50

100

150

200

250

300

350

400

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

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 July (214), the top 3 requests related to;

• Miscellaneous – majority being cleaning, furniture, consumables, signage and whitegoods.

• Repairs – majority being doors/locks/hardware, windows, painting and walls/floors/ceiling.

• Electrical requests.


12

4. PEOPLE AND CULTURE 4.1 Key Activities

Activity Comments

Organisational Culture

• The 2018 Employee Engagement Survey is under review as the previous survey is no

longer offered by the vendor.

• Planning is underway for the biannual Department Leadership and Culture Workshops.

As a part of that, the Culture Facilitators program is being revamped and a new training

package developed.

• The Flexible Working Policy is being redeveloped to shift the focus from working at home

to flexible working arrangements. A working group is in the final stages of the review.

Health and Wellbeing

• The Health and Wellbeing Committee had it first meeting for 2018.

• The Health and Wellbeing initiatives for FY18-19 are being developed for delivery in

greater detail than FY17-18 with October being Mental Health focused.

• ManUp! Prostate Cancer Awareness Sessions conducted.

• Promoting Financial Health to employees:

o LGIA Super onsite presentations on the benefits of well managed super.

• Promotion of Meditation and mental and phycial health benefits.

• Promotion of Try the 5 – internal awards for employee participation to Nanet Pagsanjan, Community Engagement Officer and Lee Taylor, Senior SCADA Engineer of Water Network.

Diversity and Inclusion

• The Inclusive Workplace Policy was approved by Council.

• MRC has registered to commence the White Ribbon Workplace Accreditation process. A formal announcement will be made once the plan is prepared and agreed.

• MRC has registered as a member with the Diversity Council of Australia and Pride in Diversity. Both memberships provide access to significant workplace resources at either no or heavily discounted costs.

Leadership Development

• The last batch of Program Managers commenced their 360-degree feedback surveys in

July. Group feedback sessions on how to manage and act upon feedback are scheduled

for mid-August.

• The Elev8 Leadership Series modules are being finalised for delivery in FY18-19.

• Apprentice & Trainee secondary intake underway – 2 positions currently in recruitment.


13

Learning and Development

• The Learning and Development Policy is under review and expected to be completed in

August.

• The Education Assistance Policy was rewritten and will be finalised in August.

• MRC hosted the Central QLD Training award on the 21 August. An MRC employee won

the Harry Hauenschild Apprentice of the Year: Brittany Webster from Mackay (Certificate

III in Parks and Gardens at Horticulture Training Pty Ltd).

• Academic Bursary - Nepal volunteer among council’s Academic Bursary recipients. An

aspiring engineer who has just returned from volunteering in Nepal is among five

university students awarded 2018 Mackay Regional Council Academic Bursaries. Mitchell

Storrie, who is studying a Bachelor of Engineering at CQUniversity, majoring in

Mechatronics, volunteered with the Engineers without Borders program. He and four other

university students will receive $5000 each, as well as the opportunity of paid work

experience with council, as part of their Academic Bursaries. The students, officially

presented with their bursaries by Mayor Greg Williamson at a council morning tea, include

(from left) Sidonie Cromb, Cameron McAdam, Mitchell Storrie, Kyla Ranger and Cody

Vella.

Workforce Capability

• The Workforce Capability Framework has been approved by SLPT and briefed to the

Management Team. Its implementation will be staged to minimise the impact on

Programs. The framework draws together a range of indicatives around workforce

planning, training needs analysis, position descriptions and performance management.


14

4.2 Staff Contingent

Status OMC ECI DS CCS OS CW TOTAL Prev.

Month

Full Time 8 293 173 109 164 66 813 817

Part Time 0 4 6 28 33 0 71 75

Apprentice/Trainees 1 6 12 3 10 1 33 33

Temp 0 9 9 13 16 8 55 43

Casual 0 8 12 83 2 2 107 106

TOTAL EMPLOYED 9 320 212 236 225 77 1079 1074

Active Recruitment 0 9 4 12 11 3 39 40

TOTAL 9 329 216 248 236 80 1118 1114

*Stats current as of 31/07/2018

• Total vacant positions: 67

• Total number of positions filled in July: 35

0

10

20

30

40

50

60

70

80

Apr 18 May 18 Jun 18 Jul 18 Aug 18 Sep 18 Oct 18 Nov 18 Dec 18 Jan 19 Feb 19 Mar 19

Monthly Recruitment Statistics

Total Vacant Positions Positions Filled Departures


15

• As of 31 July, there were 39 positions across Council that were actively being recruited to either through external or internal recruitment and selection processes. The total current vacant positions are 67. Total vacant positions may differ from active vacancies due to positions on hold, higher duties/secondments or requisitions yet to be received by Recruitment.

• 12 month moving average turnover was 14.09% as at 31 July 2018.

• Monthly turnover 0.94% as at 31 July 2018

0

10

20

30

40

50

60

70

80

90

January February March April May June July

Monthly Position Occupancy

Total Vacancies Advertised Vacancies Secondment Higher Duties

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

12 month moving average 13.03% 12.92% 12.80% 12.96% 13.41% 13.84% 14.20% 13.90% 14.36% 13.92% 14.38% 14.09%

2017-2018 0.57% 1.13% 0.93% 1.12% 1.51% 2.25% 1.12% 1.13% 1.32% 0.56% 1.51% 0.94%

0.00%

2.00%

4.00%

6.00%

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16.00%

18.00%

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16

• A total of 10 employees departed MRC in the month of July compared to16 in June 2018.

Resignations (Inc left without notice), 6

Termination of Employment, 1

Contract Finished, 3

SEPARATIONS FOR JULY 2018

Resignations (Inc left without notice) Retired

Termination of Employment Contract Finished

Death / Invalidity


17

5. FINANCIAL PERFORMANCE

5.1 Summary Financial Position

(in $ ‘000) YTD Budget YTD Actual Variance

Total Revenue 108,962 108,171 791

Total Expenses 14,596 12,563 (2,033)

Operating Surplus (BID) 94,366 95,608 1,242

Depreciation 6,396 6,342 (54)

Interest 5 0 (5)

Net Operating Surplus 87,965 89,266 1,301

Council has forecast an operational surplus of $482K for the FY2019. As it is early in the financial year no significant risks or variances have been identified at this stage.

5.2 Financial Ratios

YTD Target

Operating Surplus % 82.5% 0% - 10%

Interest coverage % 0.0% 0% - 5%

Net financial liabilities % -62.2% < 60%

Current ratio 4.9 Between 1 and 4

Asset sustainability % 13.1% > 90%

Capital expenditure ratio 0.24 > 1.1 times

As it is early in the financial year the ratios are distorted due to the timing of payments and in particular the recognition of rates revenue for the first half year. These ratios will adjust during the financial year to better reflect targets.

5.3 Key Activities

Activity Program Timeframe Comments

Budgets & LTFF Finance

The 2018/19 budget and Long Term Financial Forecast was adopted by Council on 18 July 2018.

Statutory Reporting Finance

The monthly Strategic Financial Report for June was presented to council in July.

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20

6. BUSINESS IMPROVEMENT

6.1 Business Improvements

Description Program Comments

Enterprise Risk Management (ERM) Review

G&S Final versions of the new ERM Framework (ERMF) and policy have been prepared and are currently undergoing management consultation. Feedback from management consultation will be compiled and appropriate updates to the ERMF and Policy will be made for endorsement by SLPT in August and presentation to the Audit Committee in September.

Corporate Performance Planning Project

G&S Strategies

Understanding the various strategies that exist has been a focus this month, with the finalisation of a corporate register of strategies nearing completion. A corporate register of strategies is the first of its kind for Council.

A reporting framework that monitors progress of strategy actions is also being developed and will be implemented in the coming months.

Additionally, a framework and supporting tools for the development, implementation, monitoring and review of strategies into the future is being developed.

Business Plans and Action Plans

Quarterly targets for each Action Plan have now been set and preparation for the new regime of quarterly reporting is underway.

Safety Systems Streamlining Project

G&S A key deliverable of this project has been the development and implementation of The Hub. The Hub is a one stop shop for all safety documentation that is now live and available for use across Council.

The first two weeks of the month were dedicated to information sessions offered to all employees. A total of 90 staff took up the offer.

Moving forward, monthly sessions for The Hub will be available for staff to register in as they need.

Project closure will occur throughout the month of August, with a Post Implementation Review scheduled for January 2019.

Insurance Review Project

G&S This project will continue this financial year and will be undertaken in conjunction with Asset Management. Deliverables will include a Policy to govern insurance, risk-based decision support tools and guidelines for asset owners; and improved underlying asset data.


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7. PROJECTS

7.1 Internal Projects

OPEX Projects

7.2 Capital Projects

\

Project Program Comments

Valuation for FY2018

AM FY2018 Valuation is complete. FY2019 Valuation to include: Buildings, Land, and Contents.

Strategic Asset Management Plan

AM The Strategic Asset Management Plan has been sent to the Asset Management Working Group for review.

Asset Capitalisation

AM We will be instituting monthly targets in FY2019, as opposed to annual targets in the past. First target will be set in September. New, improved reporting functionality is being developed to track this performance.

Project Phase Project %

Completion Comments

Mirani depot wash bay Construction 90%

Plant Room installation & minor electrical works to be completed. Testing and commissioning scheduled for 13 - 16 August.

Plant Replacement Program

Construction 2% Replacement program has commenced with a number of items already out to quote via Local Buy panel.

Paget Depot Workshop Extension

Tender Draft report being finalised with a review of budget availability.

Bluewater Quay Café - new amenities and storage.

Tender 20% Tender process continuing. Negotiations to be held with lowest Tenderer on the 3 August to identify areas of cost savings.

Administration Building Refurbishment

Tender 20% Letter of recommendation has been sent to Council for approval at the next Council meeting.

Goldsmith Street, No. 5 & 7 Council Houses

Finalisation 100% All works completed. Final payments have been made to Contractor.

Animal Management Centre

Design 10% Meeting to be held with AECOM and relevant stakeholders on the 3 August to discuss final concept design.

Renewable Energy – Small Scale Solar

Design 10% Akcome ground mount engineer currently reviewing ground mount locations for applications.


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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

8.2 Corporate Governance

Activity Program Comments

Right to Information G&S

Two RTI Applications were received during the month of July:

• 1 of 18/19 - application regarding a Show Cause Notice regarding a boundary realignment at Dumbleton.

• 2 of 18/19 - Application regarding decision notices of digital sign located on corner of Victoria and Sydney Street. - This Application was later withdrawn.

Policy Reviews

G&S Four policies have been reviewed and forwarded to JCC for comment. Three policies were forwarded for Management Consultation. Three Council policies and 2 administrative policies were presented to SLPT for endorsement. Three Policies presented to Council for approval.

Corporate Governance Investigations G&S

One internal review complaint was investigated and finalised by Corporate Governance during July.

Cyclone Debbie Insurance Claim G&S

The Cyclone Debbie insurance claim has been finalised with the single exception of claim for Parks’ shade sails. Agreement on this has been reached with the loss adjuster and a contractor has been appointed to complete the repairs.


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4

2

1

2

1

0

1

2

Insurance Claims Received -July 2018

Motor Vehicle - 4 Public Liability Personal Injury - 2 Public Liability Plant - 1

Public Liability - 2 Theft - 1 Professional Indemnity - 0

Malicious Damage - 1 Other -2

37

16

17

14

3

04

5

Governance General Inquiries -July 2018

Insurance Advice -37

Policies - 16

General Governance Advice - 17

Delegation Requests/AuthorisedPersons - 14SAI Global Standards Requests -3

Administrative Action Complaints - 0

RTI/IP General Inquiries - 4

Local Laws - 5


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8.3 Internal Audit

Internal Audit Reviews Underway Status Comments

Assets Sales & Disposals

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

In Progress Fieldwork in final stages - report being drafted

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 Review completed with exception of penetration test to an identified MRC application that is scheduled in early August.

RMPC (Roads Maintenance Performance Contract) Compliance

In Progress Scoping stage commenced

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

Description

New toilet suite installed at Sarina Sugar Shed.

Sarina Sugar Shed roof sheets have all been re-sealed along the laps with new sealant.

Greenmount Homestead roof ventilator has been replaced and gutters cleaned.

Mirani Admin – damaged brickwork at the entrance stairs repaired.

New filter system installed to the supply line of the drink fountain in the staff kitchen at Sarina Depot.

Two additional timers have been installed to the light switches at Gordon White Library to keep the lights on as staff are walking out.

Repairs completed to storm water steel grates at back loading dock area of the MECC.

Re-instatement of auto gate to rear yard at MECC.

Plant room servicing completed at Mirani and Pioneer Pools.

Mirani Pool plant room – foot valve replacement.

‘A’ servicing completed to generators at Mackay Admin, Sarina Admin, Mirani Admin, Gordon White Library and Seaforth Community Hall.

Sliding door and glass panel walls to Development Assessment office (ground floor Mackay Admin) removed and replaced with timber frame wall and glass security door.


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Replacement of 3m damaged guttering at Paget Depot Civil Operations shed complete.

New oil bunded area complete at the Sarina Depot workshop. Improvements - increased space to remove potential manual handling safety issues compared to the old shed and a compliant bunded area for any spills.

Working through repairs to air conditioning chiller lines at The Dome tenancies. Ceilings being torn down, chiller lines repaired, ceiling replaced, repainting and carpet repairs as required.


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9.2 Land & Tenure

Ness St Depot lunch room upgrades complete and available for use by depot staff.

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: -

• Nil

• Currently looking at a few encroachments on a case by case basis.

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

• Lot 5 Bruce Hwy, Kuttabul - offer received

• Lot 1 Vellas Road, Mirani - in negotiation

• Lot 3 Vellas Road, Mirani - in negotiation


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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.

Tenancy 13 recently vacated with new tenant making preparations to move in.

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: -

• 4 x land issues.

Lease Matters

• Meeting held with Crediton Hall Recreation Club representatives and relevant Council staff to discuss possible lease at Crediton Hall.

• Sublease between Vintage Kiss and PVTDA at Melba House.

• Hand over to Licensee of Ashtart Restaurant at Bluewater Quay.

• Discussions pertaining to Mackay Family History Society & Printbank usage of the 1st Floor Old Town Hall Building.

• Discussions regarding the Sublicense for Mackay Tourism at Sarina Railway Station - Field of Dreams.

• Discussions with Mackay Musical Comedy Players regarding their lease.

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