highlights and significant issues report · the internal and external customer service kpi’s were...

Organisational Services

Organisational Services Monthly Review > July 2017

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 ................................................................................................................................................... 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 ............................................................................................................................................. 13

5. FINANCIAL PERFORMANCE ........................................................................................................................... 16

5.1 Summary Financial Position ............................................................................................................................ 16

5.2 Financial Ratios .............................................................................................................................................. 16

5.3 Key Activities ................................................................................................................................................. 16

5.4 Program Financial Position ............................................................................................................................. 17

6. BUSINESS IMPROVEMENT ............................................................................................................................. 19

6.1 Business Improvements ................................................................................................................................. 19

7. PROJECTS ..................................................................................................................................................... 20

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

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

8. REGULATORY COMPLIANCE.......................................................................................................................... 24

8.1 Financial Compliance ..................................................................................................................................... 24

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

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

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

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

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


1

1. EXECUTIVE SUMMARY

The first month of the new financial year has been a hectic time for our Finance and Asset Management Teams as they complete the major task of compiling and constructing the 2016/17 Annual Financial Statements.

This month we are also presenting a separate report of the 2016/17 year end summary of my Directorate’s result, noting the significant achievements and events throughout the year.

Our safety performance continues to be strong, and we remain committed to zero harm. From July 1, a conscious business decision to increase the number of safety interactions by management and senior staff is being implemented. If the recent improvements in our results are to be maintained, embedding and strengthening our safety culture is essential.

The Internal and External Customer Service KPI’s were all exceeded or met during July, which is another strong result. It should be noted that the very high level of IT project activity that occurred in the background, made achieving these great results difficult.

Andrew Knight

Director Organisational Services


2

2. SAFETY

2.1 Incidents and Injuries

2.2 Lost Time Injuries & Days Lost

There have been no LTI’s recorded for the 2017-18 financial year.

There were no injuries recorded during July.


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

Property Services

Governance & Safety

Office of the Mayor & CEO

Organisational Services 1 4 0 0 1 4 0 0 0 0

2.3 Key Activities

• Implementation of the new Toolbox Talk template and monthly focus presentations: improving communication to teams on health and safety matters.

• Initiated the analysis of previous years WHS statistics – to identify future focus areas and opportunities for improvement.

• Supported Paget Workshop crews to develop isolation procedures for specific items of plant and equipment.

• Investigated the current duress alarm arrangements at various sites.

• Developed draft plant and vehicle pre-start checklists for consultation with work teams.

• Finalised safety interaction training sessions provided to managers and coordinators.

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% 54%

Grade of Service

(GOS)

The percentage of customer

calls that are answered

within 60 seconds across the

NAS team.

< 80% 80-85% > 85% 86%

Abandoned Calls

The percentage of customers

that abandon their call before

being served.

> 6% 4.5-6% < 4.5% 2.94%

External

Customer

Satisfaction

A measure of customer

satisfaction as reported by

the end of call survey

< 80% 80-85% > 85% 97%

Customer

Request

Completion

Service requests resolved

within corporate standard

timeframes

< 80% 80-85% > 85% 93%

KPI Graphs and Commentary

First Contact Resolution: FCR results remain high, with 54% of customer queries resolved at first contact in July. The targets for FCR have been lifted for this new financial year, raising the ‘Exceed KPI’ metric from >54% to >60%, the ‘Met KPI’ metric from 42%-54% to 50-60%, and the ‘Under KPI’ metric from <42% to <50%.

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 Satisfactory Target

FY17/18 Exceeded Target


5

Grade of Service: A total of 8,551 calls were received in July, averaging 408 per day (compared to 409 per day in June).

Abandoned Calls: The volume of overall abandoned calls reduced with 252 calls abandoned, representing 2.94%

of all calls, compared with the 3.31% of calls abandoned in June. The call back take up rate remained low at 0.9%

as the Average Speed of Answer was just 1 minute 32 seconds.

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



Grade of Service 15/16



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: Satisfaction performance increased from 92% in June to 97% in July. As the

Customer Service Office target of 20 surveys (pro rata for part time staff) was implemented from the 1st of July, we

saw a significant increase in survey volumes from 171 to 431 completed.

Customer Request Completion: Shared Service Centre (SSC) request volumes increased slightly in July, averaging 30 per day, (24 per day in June). Resolve times remained consistent at 93% for July (92% in June). MRC request volumes and resolve time remained consistent with 164 requests per day, with resolve times at 73% (164 and 72% in June).

Lodged Resolved within SLA

MRC Total 3439 73%

SSC 631 93%

MRC Top 5 Pathway requests Lodged July 2017

Volume

% of total

requests

Change of mailing address 234 6.8%

Replace wheelie bin 200 5.8%

Water - Leak (Public Area) 160 4.7%

Repair wheelie bin 147 4.3%

Planning Advice Enquiries 127 3.7%

97%

50%

60%

70%

80%

90%

100%

110%


External Customer Satisfaction - End of call survey

Satisfactory

Exceeded

16/17

17/18

Requests where a SCC officer is responsible for actioning the request made up 18% of all requests in July.

The top 5 request types lodged in July remain consistent with prior months, with 4 out of 5 the same as June. In July, Planning Advice Enquiries replaced Roads – General in the top 5.


7

3.2 Aquatic Facilities

The Mirani Swim Club, chaired by the lessee, has successfully obtained in the region of $75,000 in grant funding in the recent months. Additionally, the club is actively seeking further funding to enhance and improve the facility for users.

The Aquatic Facilities are closed for the winter months and are due to reopen in September.

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% 91%

Service Request

Resolution

Percentage of service

requests resolved within

corporate standard

timeframes

80% 80-85% 85% 90%

Internal Customer

Satisfaction Survey

IT email survey - % of

customers whose

experience met or

exceeded expectations

75% 75-84% 85% 98%

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% 100%

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

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


8

KPI Commentary Incident and Service Request Metrics: Throughout July, there was continued effort to ensure that WIP and backlog are managed effectively. Following items to note: -

• Resolution KPI for month of July 2017 has continued to improve (KPI exceeded). This has been achieved despite operational teams working within a challenging environment for July (refer point below).

• Approximately 11% more requests were raised in June than any other month during the prior year. July has seen a continuation in this increase, again posting a high for the preceding 12 months. This is due to the high number of significant implementations from the Projects area (Chris21, Kiosk, eRecruitment, Pathway, O365 Click to Run, Exchange Online), which impact the large majority of staff as users. Generation of requests into IS will occur with this level of implementation due to unfamiliarity of the new provision. Expectation was noted for this to continue into July due to continued implementation activity.

• Despite increase in levels of effort, tasks and activity across our environment, application availability was kept well above KPI across all 3 tiers of our applications.

The below graph identifies the Raised Vs Closed and Pending requests, in line with past months. This has now been updated to include WIP and backlog. As can be seen below, the overall volume of requests received increased again in July. The volume of requests closed also increased, evidencing the focus that the team is placing around keeping Backlog and WIP contained.

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 703 survey responses were received, which represents 62% of the requests and incidents lodged. This KPI saw a significant increase from prior months due to an alteration in how the result is calculated. Previously, weighing was applied to the survey responses during the calculations, this has now been removed so that it is consistent with how satisfaction is recorded within the Call Centre.


9

Applications Availability: The targets for this KPI have been increased across all application tiers for this new financial year, with the ‘Exceed KPI’ metric increasing from >98% to >99%, the ‘Met KPI’ metric increasing from 95-98% to 98-99%, and the ‘Under KPI’ metric increasing from <95% to <98%.

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 Email

Finance One GIS

Internet Kiosk_Chris21

Pathway

Aurora Bruce

Mandalay

Manage Engine

3.4 Key Activities

Activity Program Comments

Business Plan Launch SSC During July, 9 Business Plan Launch sessions were facilitated across our 4 sites to share our SSC Business Plan priorities for this new financial year, and ensure everyone has a shared understanding of what we are working towards and what it means for them.

Animal Registration SSC 8 SSC staff assisted with the Pet Rego day on Saturday 29 July, with the day seeing 259 dogs registered, 46 cats registered and 32 animals microchipped (up from 171 dogs registered, 34 Cats registered and 19 animals microchipped last year). Additionally, 196 new dogs and 42 new cats were registered online during July.

Rates & Water Notice Production

SSC Pensioner Reminder Notices issued on 10 July 2017 and were due for payment on 24 July 2017. Rates Generation for 2018-1 rating period was processed on 5 July 2017. Rate notices will be issued on 14 August 2017 and are due for payment on 13 September 2017, with Pensioners due 13 December 2017. Transition to new print house - Mapping of notice and business rules are all in place for the upcoming rate notice generation, a full rate notice generation test file was submitted to IQ Mail for testing. We are currently on track for a rate notice issue date of 14 August 2017.

Payment Processing SSC Following the end of financial year peak in June, where the Accounts Payable team processed almost twice as many payments as usual, July results returned to standard levels with 3,894 invoices processed, 2,458 paid and 355 purchasing cards processed. Accounts Payable procedures have been updated, checklists implemented to assist with processes and more reporting developed to enable cross checks for improved accuracy rates.


10

3.5 Procurement Services

Activity July 2016 July 2017

Purchase Orders (PO) Raised 877 947

Line Items in POs 2398 2386

POs Received 989 1226

Line Items in POs Received 3561 5087

Invoices Processed 3743 3800

Request for Quotes Issued 6 10

Tenders Issued 1 8

Tenders Awarded 5 4

Quotes Awarded - 10

Area Monthly Amount

July 2017 Monthly

% FYTD Amount FYTD %

Local Spend (Mackay region) $5,251,126 74.93% $5,251,126 74.93%

Regional Spend (WROC area) $ 17,046 .24% $ 17,046 .24%

External Spend $1,740,004 24.83% $1,740,004 24.83%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

May-17 Jun-17 Jul-17

74% 73% 75%

26% 26% 25%

0% 1% 0%

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 2017

Volume

% of total

requests

Plumbing 76 29.23%

Electrical 56 21.54%

Repairs 56 21.54%

Miscellaneous 47 18.08%

Air conditioning 16 6.15%

Safety & Legislation 9 3.46%

0

50

100

150

200

250

300

350

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 (260), the top 3 requests related to Plumbing, Electrical and Repairs (including doors/locks/hardware, fencing, floor coverings, fixtures/fittings)


12

4. PEOPLE AND CULTURE

4.1 Key Activities

Activity Program Timeframe Comments

Industrial Relations P&C

The most recent SBU was conducted on 1 August 2017. A significant number of matters were resolved with commitments for further work to be completed in preparation for the next SBU on 22 August. The outstanding issues relate to allowances, rostering, job security and remuneration changes.

Training P&C

The new Apprentice and Trainee EOI process is underway with the Programs to determine the final list of opportunities for 2018.

Organisational Cultural Strategy

P&C

Program-based workshops on the Employee Engagement Survey feedback are continuing. Consistent themes from these workshops will be presented to SLPT and the Management Team, as well as used in developing other initiatives for employees in diversity and inclusion, health and wellbeing, and leadership development.

P&C Strategy P&C

The immediate focus is the review of the Recruitment and Selection process. Additionally, the Senior People and Culture Advisor is temporarily leading the SSC Employee Services team covering the absence of the incumbent Coordinator. This aids both the process review as well as the cross-Program functionality between P&C and the SSC ES teams.

Health and Wellbeing Strategy

P&C

The 3P model on activities and initiatives has been endorsed by the SLPT and discussed with a Program manager focus group for implementation.

The internal DFV awareness plan has been endorsed by the SLPT and was discussed at the Mayor’s DFV Community Taskforce workshop.

Leadership Development

SSC

The SLPT has endorsed 10 leadership traits with relevant behaviours that have enabled the defining of leadership capability at the Executive and Program Manager level. Development plans will be created for each Executive and Program Manager incumbent through 360O feedback and coaching.


13

4.2 Staff Contingent

Status OMC ECI DS CCS OS TOTAL Prev. Mth.

Full Time 7 371 167 109 178 832 834

Part Time 0 9 6 24 35 74 74

Apprentice/Trainees 0 5 12 8 11 36 36

Temp 0 3 8 5 8 24 24

Casual 0 3 12 95 3 113 109

TOTAL EMPLOYED 7 391 205 241 235 1079 1077

Vacant 1 23 7 13 7 51 39

TOTAL 8 407 215 254 243 1130 1116

0

10

20

30

40

50

60

Apr 17 May 17 Jun 17 Jul 17 Aug 17 Sep 17 Oct 17 Nov 17 Dec 17 Jan 18 Feb 18 Mar 18

Monthly Recruitment Statistics as at 31 July 2017

Total Vacant Positions Positions Filled Departures


14

• As of 31 July, there were 32 positions across Council that were actively being recruited to either through external or internal recruitment and selection processes. The total current vacant positions are 51 and the remainder of those roles are filled via secondments or higher duties or pending decisions on whether to fill or not.

Turnover as at 31 July 2017

• Monthly rolling average turnover was 1.23% as at 31 July 2017.

• Twelve month moving average was 13.8 as at 31 July 2017

65

48

35

51

15

20

3032

5 6 79

3733

3027

0

10

20

30

40

50

60

70

April May June July

Position Occupancy as at 31 July 2017

Total Vacancies Advertised Vacancies Secondment Higher Duties

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

12 Month Moving Average 15.26% 15.45% 14.66% 14.37% 14.66% 14.95% 14.85% 15.31% 15.23% 15.00% 14.51% 13.80%

Monthly Turnover Rate 1.34% 1.24% 1.05% 0.96% 1.06% 1.82% 0.76% 1.43% 0.86% 1.00% 1.05% 1.23%

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


15

• A total of 13 employees departed MRC in the month of July as demonstrated in the above graph.

6

4

2

1

Separations for 31 July 2017

Resignations (incl left without notice) Contract Finished

Retired Death / Invalidity

Termination of Employment


16

5. FINANCIAL PERFORMANCE

5.1 Summary Financial Position

(in $ ‘000) YTD Budget YTD Actual Variance

Total Revenue 105,215 105,459 244

Total Expenses 12,099 11,712 (387)

Operating Surplus (BID)

93,116 93,747 631

Depreciation 6,107 6,107 0

Interest 32 1 (31)

Net Operating Surplus 86,977 87,639 662

Council has forecast an operational deficit of $1.1M for the FY2018.

5.2 Financial Ratios

YTD Target

Operating Surplus % 83.1% 0% - 10%

Interest coverage % -0.005% 0% - 5%

Net financial liabilities % -46.2% < 60%

Current ratio 6.3 Between 1 and 4

Asset sustainability % 12.4% > 90%

Capital expenditure ratio 0.25 > 1.1 times

As it is early in the financial year the ratios are distorted 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 2017/2018 Budget and Long Term Financial Forecast was adopted by Council on 28 June 2017.

Statutory Reporting Finance

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

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-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

July August September October November December January February March April May June

Operating Result

YTD Budget YTD Actual

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

July August September October November December January February March April May June

Capital Expenditure

YTD Budget YTD Actual


19

6. BUSINESS IMPROVEMENT

6.1 Business Improvements

Description Program Timeframe Comments

Enterprise Risk Management (ERM) Review

G&S

The new Strategic Risk Register report was presented to the Audit Committee this month. The new report format will now be presented on a quarterly basis each financial year.

Process development and compilation of the supporting policy, framework and documentation continues to be a focus.

Safety Systems Streamlining Project

G&S

The project planning phase of this project was endorsed this month.

Execution followed shortly thereafter, with the commencement of the current state assessment of each safety management system that is in place now across Council.

Strategic plans driving Council business – data capture exercise

G&S

This initiative is a result of an opportunity identified during the development of the Enterprise Risk Management Framework and the 17/18 Operational Plan.

A key outcome of this initiative will be an improved corporate understanding of the strategic plans and how they drive Council business.

Engagement with the Management Team has commenced this month, obtaining an initial listing of these strategic documents.

Next month, we will explore the documents further – in particular, their lifespan, reporting arrangements and availability.

Improved Rates Generation

SSC

Procedures for rates generation have been updated to include more specific work instructions and the working file generation spreadsheet has been improved to include built in queries using Infomart data. Previously, we were providing up to 3 separate files to the mail house, these have now been consolidated into one. We expect these changes to improve efficiency for both Billing Services and the mail house, reduce single point sensitivity within Billing Services and improve data accuracy.

Going Paperless SSC

From 1 July 2017, new processes were implemented for the processing of water certificates, new meter applications and garbage applications. All processing of these applications are now paperless.

Review of DNRM Transfer Process

SSC

Automatic workflows have now been implemented, with DNRM transfers now automatically being forwarded to the Rates ECM task list. DNRM transfer workloads can now be monitored/reported on which will ensure timely processing of documentation.


20

7. PROJECTS

7.1 Internal Projects

OPEX Projects

New Process for Monthly Performance Discussions (MPD)

SSC

Some of our Co-ordinators and leaders have trialled a new MPD process in the month of July 2017 (based on June performance data) with feedback to date being positive. Throughout August targeted MPD coach-the-coach sessions will be cascaded across the SSC leadership team to assist in embedding this process and improving the quality of these feedback and coaching sessions.

Project Program Budget Timeframe Comments

Bridge and Culvert Audit

AM

In the past year, a bridge and culvert audit was completed and asset registers updated. Additionally, mobile asset condition assessments have been successfully implemented.

Asset Valuation Planning

AM

A long-term valuation plan has been delivered to the Audit Committee for future planning of the valuation of our assets.

Flood Mitigation and Stormwater Strategy

AM

Phase one of the data audit for stormwater assets was completed on time. Phase 2 is currently being recruited for.

Holistic Asset Management

AM

Asset Management Maturity assessment and GAP analysis commenced in Q4 of FY2017, and will be completed Q1 FY2018.

Air Conditioning and Cleaning Tenders review

PS

Air Conditioning tender document under review. Cleaning tender closed – under evaluation.


21

7.2 Capital Projects

Project Phase Project %

Completion

BudgetedProject Cost $

Actual Spent $

Time Comments

City Library re-development.

Construction 30% $675,631 $103,301

Demolition complete, internal framework and wiring underway. Sewage rectification and build in progress.

Senior Citizens Building

Replace BOWS & recertification of building

Construction 95% $21,916 $21,916

Awaiting final testing and approvals.

SES Facility at Ness Street

Construction 10% $1,625,289 $184,158

Fuel tanks removed, contaminated soil degassing.

Build contractor appointed.

Sarina depot wash bay

Evaluation 10% $909,536 $18,228

Tender and works under evaluation. Awaiting information requests.

Mirani depot wash bay

Evaluation 10% $524,203 $49,052

Tender and works under evaluation. Awaiting information requests.

Plant Replacement Program

Ongoing 32% $218.325 $70.638

Replacement program commenced. Revised process has seen an improvement on early commencement.

Paget Depot Workshop Extension

Design 5% $1,000,000 -

Design evaluation in progress.

Administration Building Refurbishment

Consultation 5% $250,000 -

Consultation stages.

Goldsmith Street, No. 5 & 7 Council Houses

Evaluation 10% - $295

Evaluation completed, awaiting contractor engagement.


22

Project Phase Project %

Completion

BudgetedProject Cost $

Actual Spent $

Time Comments

ECM / Finance 1 Ci Anywhere

Enterprise content management system and financial system upgrades to enable functional improvements in integration and mobility.

Implementation 99% $901,080 $899,629

Implementation activity commencing 04/08/2017 with finalisation on 07/08/2017.

Full testing completed with no issue carryover into production.

Dry run implementation has been successfully conducted into a secured environment as preparation for final implementation.

Exchange Online

Movement of email to industry standard provision, offering improved, secure mobile access.

Closure 100% $376,383 $339,553

Implementation activity successfully conducted and completed 22/07/2017.

Continued heightened production support being provided to ensure any issues encountered are actioned with priority due to the critical nature of the application to the organisation.

Skype for Business

Full implementation will provide the following:

• Instant Messaging

• Presence (ability toidentify and notifywhereabouts andaccessibility ofstaff, controlled bythe individual)

• Video conferencingcapability

Implementation 95% $66,850 $68,357

Meeting room infrastructure upgrade completed. Final implementation activities to complete in August 2017 for release of functionality to the organisation.

No further spend required, milestone based implementation.

Windows 10 Standard Operating Environment / Internet Explorer 11 / Office 2016

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

Closure Windows 10 50%

(positioned on hold as per comment)

IE11 100%

Office 2016 100%

$20,000 $18,300

Windows 10

Windows 10 standard operating environment (SOE) implementation activity being conducted against FY17/18 project. Please refer to activity summary below for FY 17/18Is Council Projects.


23

The following new projects will be included in next months’ report as planning gets underway.

• Endpoint Protection Management

Planning has commenced in achieving the objective of ensuring that our current endpoint (mobile i.e. laptops, tablets and smart phones) protection aligned with industry standard. Failure to address this would expose Council to an elevated risk level of cyber intrusion.

• Windows 10 SOE and Office365

Planning has commenced in the continued implementation rollout of the Windows 10 operating environment and Office365 features. This will continue the mobility strategy of Council, delivering capability, functionality and security improvements.

• Intranet and Customer Portal

Planning has commenced to deliver: - o an improved Council Intranet, migrating to Office365 SharePoint Online in support of mobility, o and facilitate the capture, classification, migration and sentencing of unstructured data from

current Intranet to ECM Ci Anywhere, o the transition of workflows from current Intranet to ECM Ci Anywhere, and o the configuration and deployment of a customer portal in support of public facing services.

• Finance1 Ci Anywhere Enhancements

Planning has commenced for the implementation of Finance and Supply chain functionality on the Ci Anywhere platform, providing further process enhancements and mobility options to Council.


24

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 • 1 RTI Applications received during July regarding a dog matter.

• 2 RTI Application were finalised during July:

1 in relation to a dog matter; and

1 relating to property information.

Policy reviews

G&S • 15 Policies were reviewed during July and will be presented to SLPT

and Council in August for approval.

Corporate Governance Investigations G&S

• 3 internal reviews received for investigation during July consisting of:

1 PIN Review;

1 Insurance Decision Reviews;

1 Compliance Review.

Cyclone Debbie Insurance Claim G&S

• Cyclone Debbie claim process is continuing. Property Services, and Waste Services Invoices sent to Loss Adjuster for approval for progress payment. Negotiations around coverage for the Loops at the Bluewater Trail, Hospital Bridge Fishing Platform and Sarina Transfer Station continued. Further discussions around coverage for Hogan’s Pockets claim is continuing.


25

16

1

4

6

11

1 1

Insurance Claims Received - July 2017

Motor Vehicle Publix Liability Personal Injury Public Liability Plant

Public Liability Theft Professional Indemnity

Malicious Damage Other

13

14

7

5

51

Governance General Inquiries - July 2017

Insurance Advice Policies

General Governance Advice Delegation Requests/Authorised Persons

SAI Global Standards Requests Administrative Action Complaints


26

8.3 Internal Audit

Internal Audit Reviews Underway Status Time Comments

Lease Management

Review the management of leases to ensure compliance and identify potential inefficiencies

Completed Final Audit Report submitted to CEO and Audit Committee meeting 31 July 2017

Cyber Security

Review adequacy of controls in place to identify, respond and recover from cyber security events.

Completed Final Audit Report submitted to CEO and

Audit Committee meeting 31 July 2017

Major Venues

Review of the systems and processes in place for the management of venues against better practice guidelines


Legislative Compliance

Evaluation of the adequacy of systems and procedures in place for the identification, notification and addressing of new/changed compliance obligations


Corporate Card

Assess and report on corporate card expenditure and related processes and management

In Progress Scoping stage has commenced

Payroll

To evaluate the internal and business environment to ensure that internal controls are in place and operating effectively

In Progress Scoping stage has commenced

Other Internal Audit Activity Comments

2017/18 Internal Audit Plan Final Plan submitted for endorsement of Audit Committee meeting on 31 July and to CEO for final approval. Scoping has commenced for 2 reviews in accordance with the 2017/18 IA Plan being Payroll and Corporate Cards.


27

9. LAND & BUILDINGS

9.1 Building Maintenance

9.2 Land & Tenure

Description Program Budget Timeframe

Andergrove Community Hall received a full clean of the roof, gutters and underneath the hall.

PS

Cyclone repair work to Midge Point Community Hall including the refurbishment of the northern side deck.

PS

Installation of anchor points to the Mackay Entertainment Centre roof. PS

Replacement to damaged flashing at The Dome complex to assist in rectifying water leak issues.

PS

Repairs to a water leak at Memorial Pool. PS

Description Program

Grazing lease tender awarded – Lot 100 Walkerston-Homebush Rd, Homebush PS

Grazing lease tender awarded – Greenknoll Road, Pleystowe PS

Grazing lease ratified – Sugarshed Road, Erakala PS

Sale of 24 Heathwood Court, Hampden settled 26 July. Sale proceeds to be applied towards upgrade of local Park.

PS

Review of Council freehold land to be sold – New discussions entered with adjoining property owners and standalone sales.

PS

Lease renewal – Rangers Football Club – report ratified and lease approved PS

Continuing to deal with fencing issues, approx. 7 matters currently in progress PS

Receiving letters of consent (approx. 12) for Not for Profit organisations for funding applications PS

Banksia Scout Group – commenced proceedings into lease renewal PS

Slade Point Rugby Club and Slade Point Amateur Athletics – commenced proceedings into lease renewal

PS


28

Wanderers Soccer Club & Northern Suburbs Cricket Club - have commenced enquiries into amending their lease area

PS

Identification of all State Reserve with Council as trustees project:

• Total identified: 750

• Reserves that can be revoked: 110

• Reserves for investigations, including encroachments: 306

• Reserves to keep: 316

• Reserves with State Leases and Permits: 18

Following collation of all information internal consultation will commence on Reserves that are not required for Council purposes. A report will then be prepared seeking revocation of Council as trustee therein the reserve reverts to State control.

Concurrent investigations into the balance of reserves for investigation.

PS

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 (Project Team), 12 & 13 (Temporarily occupied Nov - Feb) tenancies that have proposals by interested parties – 3, 4, 6, 9 & 13. tenancies vacant – 3, 4, 6, 9, 10, 13 and part of 11.

PS

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

• 1 x Temporary road closure – submitted by DNRM.

• 1 x Request to install coin operated binoculars at Goodes Lookout – submitted by Commercial operator.

• 2 x Telecommunication tower lease site enquiries.

• Application for Renewal of Term Lease – submitted by DNRM.

• Request to purchase 54A Scott Street, Mackay – submitted by adjoining property owner.

• Proposed Development advice – submitted by Developer.

• Enquiry to purchase quarry reserve – submitted by private party.

PS

highlights and significant issues report · the internal and external customer service kpi’s were...

Documents