Highlights and Significant Issues Report · First Contact Resolution (FCR) The percentage of external customer enquiries that are resolved at the first point of contact. < 50%

Organisational Services

Organisational Services Monthly Review > February 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 ........................................................................................................................................................ 7

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

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

3.6 Property Services........................................................................................................................................... 12

4. PEOPLE AND CULTURE ................................................................................................................................. 13

4.1 Key Activities ................................................................................................................................................. 13

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 ..................................................................................................................................................... 20

7.1 Internal Projects ............................................................................................................................................. 20

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

8. REGULATORY COMPLIANCE.......................................................................................................................... 23

8.1 Financial Compliance ..................................................................................................................................... 23

8.2 Corporate Governance ................................................................................................................................... 24

8.3 Internal Audit ................................................................................................................................................. 26

9. LAND & BUILDINGS ....................................................................................................................................... 27

9.1 Building Maintenance ..................................................................................................................................... 27

9.2 Land & Tenure ................................................................................................................................................ 28


1

1. EXECUTIVE SUMMARY

February was a great month for our Shared Services Team. Not only did they meet or exceed all their Key Performance Indicators (which they consistently do month after month in any case), our Contact Centre team were also awarded Best in Class in the IQPC (International Quality and Productivity Centre) 2018 Awards. This is a national award and highlights the consistent high level of professionalism and quality delivered every day by the team.

Also during the month, the operator of Memorial and Pioneer Swim Centres advised Council that they were unable to continue with the lease agreement to manage these facilities. The Property Services team implemented an emergency, interim solution and negotiated with Global Product Search (GPS), the operators of the Bluewater Lagoon, to keep the facilities open while a long term solution is identified.

Safety continues to be a focus for the Directorate with ongoing work to ensure our workplace is a safe as it can be. The Governance and Safety team facilitated further information sessions for our staff (and contractors) with Ergon Energy on the risks encountered when working near powerlines.

The preparation for the 2018/19 Budget continues to advance with the Finance team working with all areas of Council to work through successive drafts. We will be working with Councillors and the Management Team over the coming months to finalise what is a massive and critical task.

Andrew Knight

Director Organisational Services


2

2. SAFETY

2.1 Incidents and Injuries

Lost Time Injuries & Days Lost

There has been 2 LTIs recorded for the 2017-18 financial year.

Two near-miss incidents were reported in February.

During a Council Meeting, a member of the public gallery was asked to leave the Chambers due to his behaviour.

The driver of an MRC vehicle reversing out from a car park did not see another vehicle behind it requiring the driver of the other vehicle to swerve to avoid a collision.


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 1 25

2.2 Key Activities

• Arranged further information sessions – conducted by ErgonEnergy –focusing on the risks encountered when working nearpowerlines, and what controls must be implemented to ensuresafety. In total 102 people attended, including 15 MRCcontractors who were invited to take advantage of this excellentfree training opportunity.

• A draft event risk management guide has been developed, fordiscussion with internal stakeholders. The intention is toimprove the current process and to assist MRC staff to continueto organise successful and safe events for our community.

• The requirements to keep and maintain hazardous chemical registers and safety data sheets(SDS) were reviewed. A change of procedure in line with legislative requirements is to beimplemented for consumer products. The aim is to make this this process simpler and lesstime and resource consuming.

• Following a review of InContol (MRC’s electronic incident reporting system) several changeshave been made to streamline the process to make it easier for users.

• New trainees and apprentices recently commenced with MRC. WHS provided a formal WHSinduction and facilitated customised manual task training to two groups.

• Investigated critical incidents.

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% 55

Grade of Service

(GOS)

The percentage of customer

calls that are answered

within 60 seconds across the

NAS team.

< 80% 80-85% > 85% 89

Abandoned Calls

The percentage of customers

that abandon their call before

being served.

> 6% 4.5-6% < 4.5% 2.6

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% 95

KPI Graphs and Commentary

First Contact Resolution: FCR results remained consistent with 55% of customer queries resolved at first contact in February, and 52% in January.

54%57%

60%

53% 53% 54% 52%55%

0%

10%

20%

30%

40%

50%

60%

70%

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

First Contact Resolution

15/16

16/17

17/18

FY17/18 SatisfactoryTarget

FY17/18 ExceededTarget


5

Grade of Service: A total of 8,379 calls were received in the February reporting period, averaging 419 calls per day, compared with 372 per day in January.

Abandoned Calls: Abandoned calls decreased from 2.73% in January to 2.64% in February across the combined

queues. For the main MRC queue the abandoned call rate was just 1.84% (125 calls). The call back take-up rate

continues to remain low at 0.57%, with an Average Speed of Answer at 1 minute 19 seconds.

8591

10086

9235

8058

6775

5650

78098379

86% 84% 85%90% 92% 89% 89% 89%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

2000

4000

6000

8000

10000

12000


Grade of Service

Calls Received 15/16 Calls Received 16/17 Calls Received 17/18

Grade of Service 15/16 Grade of Service 16/17 Grade of Service 17/18

2.94%3.45%

3.01%

2.44%1.92%

2.78% 2.73% 2.64%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%


Abandoned Calls

Satisfactory

Exceeded

15/16

16/17

17/18


6

External Customer Satisfaction: Consistent with January performance, surveys were completed in the month

of February representing 12% of the overall call volume.

Customer Request Completion: Lodged requests for SSC remain consistent for the past 8 months averaging 33 per day and resolve times continue to exceed targets at 95% resolved within standard timeframes. Lodged requests for MRC remained consistent at 182 per day and with on-time resolution increased from 76% to 78%.

Requests where a SSC Officer is responsible of actioning the request made up 18% of all requests in February.

97%

94% 94% 93%

95%

93%

95%95%

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 3635 78%

SSC 655 96%

MRC Top 5 Pathway requests Lodged February 2018

Volume

% of total

requests

Replace wheelie bin 292 7.8%

Change of mailing address 232 6.2%

Mosquito Control 221 5.9%

Repair wheelie bin 178 4.8%

Planning Advice Enquiries 148 4.0%


7

3.2 Aquatic Facilities

During the month, the operator of Memorial and Pioneer Swim Centres, LTS Leisure, provided 30 hours' notice of their departure from Mackay and their inability to continue with the lease agreement. As an emergency interim solution, Global Product Search (GPS), the operators of the Bluewater Lagoon, are providing essential services to maintain normal operations. This however has been hampered by a lack of booking, program and contact information for both facilities. Property Services and GPS are working through these issues.

Mirani Pool has experienced stable weekday patronage however the upgrade to Platypus Beach has seen a significant decrease in weekend and holiday attendances at the facility.

Sarina Pool operations is slowly recovering from decreased patronage experienced during a period of uncertainty pertaining to access and operating agreements.

The Bluewater Lagoon held the contemporary retelling of Shakespeare's A Midsummer Night's Dream. The production, 18 months in the making, was a promenade theatre spectacle performed throughout the Bluewater Lagoon providing the Mackay residents with a cultural experience like few others.

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% 85

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% 97

https://www.google.com.au/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjvyZeKwujZAhVFvLwKHfXVAAoQjRwIBg&url=https://www.dailymercury.com.au/news/whats-on-this-weekend/3355935/&psig=AOvVaw3smvhX16W8Kxn_gdLi8l1D&ust=1521003594348114


8

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% 99.99%

Tier 2 Systems < 98% 98-99% > 99% 100%

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

KPI Commentary

Incident and Service Request Metrics: The volume of incidents raised increased this month, from 809 in January to 899 in February.

It is worth noting that the ICT Operations team have again achieved a good closure rate of 84.8%.

The below graph identifies the Raised Vs Closed and Pending requests, along with WIP and backlog. As can be seen below, the overall volume of backlog is the lowest it has been since this measurement began back in May.

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.


9

Internal Customer Satisfaction: During the month of February 491 survey responses were received, which represents 55% 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

98%

97%99%

96% 96%97%

99%97%

50%

60%

70%

80%

90%

100%

110%


Internal Customer Satisfaction - Helpdesk email survey

Satisfactory

Exceeded

16/17

17/18


10

3.4 Key Activities

Activity Program Comments

Apprentices & Trainees

SSC 20 Apprentices & Trainees commenced this month, after 1003 applications were originally received.

UPS (uninterruptible power supply) upgraded in Mirani

SSC Mirani UPS upgraded, providing 8-12 hr backup power in the event of power loss. This will support SCADA network related items as well as the MRC network for depot and office locations. Mirani is an environment where regular power loss is experienced for short periods and therefore this will provide a vastly improved service to the users.

Rates & Water Notices SSC Rate Notices issued 12/02/18, electronically delivered. Due for payment 14/03/18. Water Meter reading commenced 27/02/18.

Best in Class Winners SSC Contact Centre successfully won the Best in Class 2018, this is a National award that is the result of much hard work and dedication by the entire Contact Centre team.


11

3.5 Procurement Services

Activity February 2017 February 2018

Purchase Orders (PO) Raised 573 690

Line Items in POs 1669 1831

POs Received 750 802

Line Items in POs Received 3051 3304

Invoices Processed 3495 3419

Request for Quotes Issued 20 15

Tenders Issued 6 4

Tenders Awarded 8 4

Quotes Awarded 10 6

Area Monthly Amount

February 2018

Monthly % February 2018

FYTD Amount FYTD %

Local Spend (Mackay region) $7,087,245 87% $81,579,904 72%

Regional Spend (WROC area) $ 20,162 1% $ 303,297 1%

External Spend $1,005,591 12% $30,071,025 26%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18

75% 73%80% 77%

63%

81%

71%

87%

25% 27%19% 22%

36%

18%28%

12%

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

Area Monthly Spend %

Regional Spend(WROC Area)

External Spend %

Local Spend (MackayRegion)


12

Melba House Decking Replacement

3.6 Property Services

Breakdown of Building Maintenance Requests Actioned - February 2018

Volume % of total

requests

Repairs 66 25.88 %

Miscellaneous 66 25.88 %

Plumbing 52 20.39 %

Electrical 50 19.61 %

Air Conditioning 18 7.06 %

Safety & Legislation 3 1.18 %

0

50

100

150

200

250

300

350

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

Pathways Requests

Key & Padlock Requests

Security Access Requests

Building MaintenanceRequests

Actioned Property Services Requests

Of the total number of Building Maintenance Requests received for the month of February (255), the top 3 requests related to Repairs (including doors, locks, hardware, fixtures and fittings), Miscellaneous (including cleaning, consumables, furniture, whitegoods) and Plumbing.


13

4. PEOPLE AND CULTURE 4.1 Key Activities

Activity Timeframe Comments

Organisational Culture

The Employee Engagement Pulse Survey was completed in December 2017. The results are being prepared for delivery to SLPT the week of 19 March so that the CEO and Directors can deliver results to employees in March.

Health and Wellbeing Strategy

The annual Health Checks initiative was conducted in February. The results have been received and will be presented to employees in March.

The celebration of Harmony Day on 21 March, as part of the Health and Wellbeing Strategy theme of social health, has been advertised across the whole of MRC.

Leadership Development

The Transformational Leadership is to be launched with the Fundamental Leader modules to be delivered in first half of 2018. The Operational Leader modules, as developed by Australian Institute of Management (AIM), have been revised and the proposed new package presented to MRC in March.

All Directors have completed their 360-degree feedback process with feedback and coaching to be provided in March. Each of the Departments will then cycle through the same process from April onwards following a presentation by the CEO, Directors and the provider on the process for the Management Team.

The first internal Women in Leadership Workshop was conducted on Friday 9 February and the second on Tuesday 13 March. Over 200 female leaders or aspiring leaders will participate in the morning workshops focused on building Confidence as a leadership skill. On 9 February, 13 female leaders participated in an intensive afternoon Confidence skills workshop before engaging in a mentoring program for six months with a Mackay business leader.

Learning and Development

The 2018 Apprentice and Trainee Intake completed a two-day Induction Administration process including – SRTO sign up, training contracts, review of range of work plans, and meeting key MRC staff.

21 Cert III in Civil Construction traineeships have been signed-up and have customised training delivery planned for existing workers.


14

4.2 Staff Contingent

Status OMC ECI DS CCS OS CW TOTAL Prev.

Month

Full Time 7 376 168 112 175 0 838 835

Part Time 0 4 6 24 33 0 67 68

Apprentice/Trainees 0 7 12 5 10 0 34 17

Temp 0 9 7 11 11 0 38 38

Casual 0 8 12 93 3 0 116 114

TOTAL EMPLOYED 7 404 205 245 232 0 1093 1072

Active Recruitment 1 11 7 12 5 1 37 55

TOTAL 8 415 212 257 237 1 1130 1127

Diversity and Inclusion

The DFV Awareness training plan for MRC employees has been drafted for May and November annually. This has been reviewed and agreed by SLPT. Providers are being engaged to deliver for the May activities.

A Diversity and Inclusion Policy will be presented to SLPT on 20 March.

An Inclusive Workplace Workshop is being planned as part of the connection between developing leadership and having a diverse and inclusive workplace.

People and Culture

The recruitment of the Director Capital Works role continues. Shortlisted candidates were interviewed in early/mid-February.

An Organisational Change Procedure is being developed to support budget and operational requirements, as well as provide overall guidance to all of MRC on implementing organisational change.


15

• Total vacant positions: 71, which is significantly higher than previous months but correlates to the higherturnover in Dec/Jan, therefore a higher number of requisitions, as well as the lower than average positionsfilled due to the seasonal recruitment of 20 apprentice and trainee roles influencing recruitment workload.

• Total number of positions filled in February: 22*

*Note: 20 x Apprentice and Trainee positions have been included in the above number

• As of 28 February, there were 37 positions across Council that were actively being recruited toeither through external or internal recruitment and selection processes. The total current vacantpositions are 71 and the remainder of those roles are filled via secondments, higher duties orpending decisions on whether to fill or not.

0

10

20

30

40

50

60

70

80

Jul 17 Aug 17 Sep 17 Oct 17 Nov 17 Dec 17 Jan 18 Feb 18

Monthly Recruitment Statistics

Total Vacant Positions Positions Filled Departures

0

10

20

30

40

50

60

70

80

November December January February

Position Occupancy February 2018

Total Vacancies Advertised Vacancies Secondment Higher Duties


16

• 12 month moving average turnover was 14.20% as at 28 February 2018.

• Monthly turnover 1.12% as at 28 February 2018

• A total of 13 employees departed MRC in the month of February, 24 in January 2018.

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

12 Month Moving Average 15.31% 15.23% 15.00% 14.51% 13.80% 13.03% 12.92% 12.80% 12.96% 13.41% 13.84% 14.20%

Monthly Turnover Rate 1.43% 0.86% 1.00% 1.05% 1.23% 0.57% 1.13% 0.93% 1.12% 1.51% 2.25% 1.12%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

16.00%

18.00%

% T

urn

ove

r R

ate

Resignations (incl left without notice), 12

Contract Finished, 1

Separations for February 2018

Resignations (incl left without notice) Contract Finished

Retired Death / Invalidity

Termination of Employment


17

5. FINANCIAL PERFORMANCE

5.1 Summary Financial Position

(in $ ‘000) YTD Budget YTD Actual Variance

Total Revenue 241,994 238,687 (3,307)

Total Expenses 113,139 109,304 (3,835)

Operating Surplus (BID) 128,855 129,383 528

Depreciation 50,560 50,478 (82)

Interest 5,620 5,765 145

Net Operating Surplus 72,675 73,140 465

Council is currently predicting an operational surplus at year end of $26K, following the adoption of the December budget review. Council is currently reporting an operating surplus $465K above YTD budget, mainly as a result of the timing of grant revenue and associated expenses particularly in relation to NDRRA.

5.2 Financial Ratios

YTD Target

Operating Surplus % 30.6% 0% - 10%

Interest coverage % 0.77% 0% - 5%

Net financial liabilities % -21.4% < 60%

Current ratio 5.1 Between 1 and 4

Asset sustainability % 44.9% > 90%

Capital expenditure ratio 0.94 > 1.1 times

The ratios are distorted during the financial year due to the timing of payments and the recognition of revenue. These ratios will adjust during the financial year to better reflect targets.

5.3 Key Activities

Activity Program Timeframe Comments

Budgets & LTFF Finance

The December budget review was adopted by council in February.

Planning is well underway for the 2018/19 LTFF and budget.

Statutory Reporting Finance

The monthly Strategic Financial Report for January was presented to council in February.

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20

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 The assimilation of data from the annual enterprise wide risk review has been completed with the findings reflected in the risk register and supporting risk mitigation actions. Consultation with the Audit Committee on the new Framework document and the new Risk Policy has been undertaken.

Safety Systems Streamlining Project

G&S The first stage of the project has been completed and approval has been gained from the Steering Committee to progress to implementation which includes: the rationalisation of safety documentation; the development of a centralised approach to information management; and developing an education and awareness program.

Corporate Performance Planning Project

G&S Three-year Business Plans (one page) with supporting 12 month Action Plans are being developed by program areas to inform the 2018/19 Operational Plan. A new streamlined reporting process for the Action Plans and the Operational Plan is under development.

Legislative Compliance Review

G&S Options to improve internal control over legislative compliance are being investigated for management consideration.

Insurance Review Project

G&S A project to improve the administration and management of insurance has commenced. This includes: establishing improved governance arrangements over the insurance process; streamlining processes; and developing tools and guidelines to assist decision-makers.

Project Program Comments

Valuation for FY2018

AM Valuers condition audits complete. MRC to review the reports in March.

Asset Management Working Group

AM Asset Management Working Group continuing to meet monthly, and Stormwater and Corporate AM identified as priority for additional Resources.


21

7.2 Capital Projects

Project Phase Project %

Completion Comments

SES Facility at Ness Street

Complete 100% Official opening to be held on the 10 March 2018.

Sarina depot wash bay Design 5% Business case has been submitted.

Mirani depot wash bay Construction 20% Site survey ground scan scheduled for 13 March.

Dowden’s pumping mobilising to site on the same day.

Plant Replacement Program

Ongoing 70% Continuing to see savings recognised from local dealers.

New John Deere 670GP Grader for Civil Ops Road Maintenance

Water Depts self- sufficient potable water trailer for use at fairs, or where water must be cut off to houses. Powered by solar generation.


22


Completion Comments

Gordon White Library- Server room extension

Construction 80% Waiting on sound proofing of end walls and bring over two more racks from Paget.

Racks - Before / After

Stadium Air conditioning- Corporate area

Construction 20% Equipment has arrived. Pre-start meeting and work to commence 12 March.

Artspace Compactus installation

Construction 20% Fergus Builders have removed all the shelving and wall racks on 9 March. Storeright to commence the installation of the compactus on 12 March. Expected completion date is 16 March after which Fergus will re- install the shelving and two wall racks.

Paget Depot Workshop Extension

Design 10% Site meeting with external consultants scheduled for 6 March.

Bluewater Quay Cafe Tender 10% Tender has gone out on 3 March. Mandatory site

meeting to be conducted with four Contractors on the 7 March. Tender closes end of March.

Administration Building Refurbishment

Design 5% Manager Property Services has received concept designs. Awaiting final designs in order to progress to tender.

Goldsmith Street, No. 5 & 7 Council Houses

Construction 85% Both houses have been removed. Site clean up to be completed. Old sewer inspection pit to be removed.


23

8. REGULATORY COMPLIANCE

8.1 Financial Compliance

Description

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

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

Measure: Production of monthly strategic financial reports

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

Measure: Number of high risk audit issues


Completion Comments

Windows 10 Standard Operating Environment

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

In Progress / Construction

47% Continued success and acceptance of Windows 10 in its pre-deployment phase. Currently distributed to 400+ users.

Endpoint Protection Management

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

In Design/Planning

26% Detailed design complete, onsite consultancy timeframes being finalized.

Intranet and Customer Portal

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

In Progress / Construction

35% Customer portal design and risk assessment complete. Scope for streams 1 – 5 approved and work commenced.


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8.2 Corporate Governance

Damaged shade sails at the Blue Water Lagoon that were repaired under insurance

Replaced shade sails at the Blue Water Lagoon

Activity Program Comments

Right to Information G&S

One RTI Application was received during February requesting information in relation to floating swimming enclosures.

Policy reviews G&S

Four Policies were circulated to the Management Team for consultation in February.

Corporate Governance Investigations G&S

One internal review regarding a PIN was received for investigation during February.

Cyclone Debbie Insurance Claim G&S

Negotiations are continuing with the Loss Adjuster regarding the shade sail component of the claim, which has been the only matter of significant dispute between MRC and the insurer. This is expected to be resolved in March.


25

6

2

2

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2

01

0

Insurance Claims Received -February 2018

Motor Vehicle - 6 Public Liability Personal Injury - 2

Public Liability Plant - 2 Public Liability - 0

Theft - 1 Professional Indemnity - 0

Malicious Damage - 1 Other

34

8

14

6

3

35

Governance General Inquiries -February 2018

Insurance Advice - 34 Policies - 8

General Governance Advice - 14 Delegation Requests/Authorised Persons - 6

SAI Global Standards Requests - 3 Administrative Action Complaints - 3

Local Laws - 5


26

8.3 Internal Audit

Internal Audit Reviews Underway Status Comments

Consultancies

Assess processes relating to procurement, approval and management of consultancies

In Progress Fieldwork completed and report being drafted.

Revenue Collection – Waste & Recycling Refuse Centres

Review processes related to the collection of fees at MRC Waste and recycling centres

In Progress Scoping stage completed and fieldwork in progress.

Audit Actions Register Recommendation Follow Up

Identify audits where a number of issues were raised to validate that action taken to address previous recommendations are still in place and effective

In Progress Areas reviewed as follow up reviews include Infringements and Delegations.

Other Internal Audit Activity Comments

Audit Committee Next Audit Committee meeting is to be held on 16 April 2018.


27

9. LAND & BUILDINGS

9.1 Building Maintenance

Description

Paget Depot fire tanks have had new personal hatches installed to both tanks to improve access.

Paget Depot fire tanks have had 2 x 50mm float valves installed to replace faulty ones.

New dishwasher installed in the kitchenette at the Shared Services Centre.

New dishwasher has been installed at the Mirani Council house.

Mirani Community Hall has had a plumbing service completed on all taps, cisterns and urinals.

Sarina Depot workshop has had a new water line run for the safety shower through the internal of the shed.

Sarina Depot has had 4 new external solid core doors replaced to improve security.


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9.2 Land & Tenure

Paget Depot wash bay has been re-opened after contaminated water was pumped out and treated.

Pool vacuum units from Memorial and Pioneer pools have been serviced and repaired.

Following inclement weather, various water leaks were identified and rectified – Sarina Administration Building, Andergrove Neighbourhood Centre, 42 Wellington Street.

Description

Available tenure for community organisations: -

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

• Buildings or storage space - Nil

• Vacant Land: -

o Bovey Street, North Mackayo Heaths Road, Glenella (low lying)o Rural land of various sizes average of 20kms distance from Mackay city centre

Encroachment agreements reached and being rectified: -

• Kataryn Street, Grasstree Beach

• Vellas Road, Marian

• Grasstree Beach Road, Grasstree Beach

Picture 3 - before the pump out (contaminated water) Picture 4 - After the pump out had finished


29

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

• 49 51 and 53 Bucas Drive, Bucasia - being marketed.

• Mapalo Road, The Leap - in negotiation.

• Lot 5 Bruce Hwy, Kuttabul - being marketed.

• Lot 1 Vellas Road, Mirani - in negotiation

• Lot 3 Vellas Road, Mirani - in negotiation

• Lot 1 Newbury-Mt Vince Road, Mirani - settlement held

Identification of all State Reserve with Council as trustee's project:

• Total Reserves investigated: 749

• Reserves identified not required and could be revoked (2nd list): 49 (referred to Council Programs forcomment)

• Reserves for further investigation: 219

• Reserves to be retained: Total – 449

Total Freehold Land being investigated: 661 (485 reviewed)

Total encroachments identified: Freehold (86) Reserves (218)

Resources for this project has ceased, therefore at this stage, no further action will be taken.

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

Current Status: Tenancies occupied – 2, 5, 7, 8, 11, 12 and 13 Tenancies that have proposals by interested parties – 6, 10 and 11. Tenancies vacant – 3, 4, 6, 9, 10.

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

• 1 x Permanent road closure applications.

Council approval granted for new Licensee at Bridges Café - documentation being prepared.

Work associated with the termination of lease with LTS Leisure.

Documents

Highlights and Significant Issues Report · First Contact Resolution (FCR) The percentage of external customer enquiries that are resolved at the first point of contact. < 50%