highlights and significant issues report · • a pool patron was found unresponsive under an...

Organisational Services

Organisational Services Monthly Review > March 2020

Contents

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

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

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

2.2 Lost Time Injuries & Days Lost .......................................................................................................................... 3

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

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

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

3.2 Aquatic Facilities .............................................................................................................................................. 8

3.3 IT Support ...................................................................................................................................................... 12

3.4 Procurement Services .................................................................................................................................... 15

3.5 Property Services........................................................................................................................................... 16

4. PEOPLE AND CULTURE ................................................................................................................................. 17

4.1 Key Activities ................................................................................................................................................. 17

4.2 Staff Contingent ............................................................................................................................................. 18

4.3 Key Activities ................................................................................................................................................. 21

4.4 Program Financial Position ............................................................................................................................. 22

5. PERFORMANCE & RISK.................................................................................................................................. 25

5.1 Corporate Performance Planning & Reporting ...................................................................................................... 25

5.2 Enterprise Risk Management ............................................................................................................................. 25

6. BUSINESS IMPROVEMENT ............................................................................................................................. 25

6.1 Business Improvements .................................................................................................................................... 25

7. REGULATORY COMPLIANCE.......................................................................................................................... 27

7.1 Financial Compliance ..................................................................................................................................... 27

7.2 Corporate Governance ................................................................................................................................... 27

7.3 Internal Audit ................................................................................................................................................. 29

8. LAND & BUILDINGS ....................................................................................................................................... 30

9.1 Building Maintenance ..................................................................................................................................... 30

9.2 Land & Tenure ................................................................................................................................................ 30


1

1. EXECUTIVE SUMMARY

This report is for the Organisational Services Department for the month of March 2020.

• Safety continues to be a focus of the Department with no LTI’s reported since 2017/18.

• Progressed COVID-19 preparedness and response through activation of management response team and business continuity plans.

• All aquatic facilities were closed under the COVID-19 government directive as at midnight 25 March 2020.

• Information Services delivered critical support to the organisation by providing a variety of accessibility options and working environments for employees who have been impacted by the MRC COVID-19 response.

• In March, 16 new apprentices and trainees were welcomed to MRC.

• People and Culture coordinated the COVID-19 redeployment activities ensuring that displaced MRC employees were provided the opportunity for alternative employment within the organisation.

• Corporate Governance completed the Authorised Person Project with all identified positions being issued with new Authorised Person ID Cards.

• Call Centre staff continue to achieve high external customer satisfaction levels of 98% as measured in customer surveys.

Kylie Lamb Director Organisational Services


2

2. SAFETY

2.1 Incidents and Injuries

The following injuries to an MRC employee were reported in March:

• Foreign object in eye.

• Sideboard from truck fell and hit head after being pulled on.

• Back pain after slipping while walking down stairs.

The following incident involving a member of the public was reported in March:

• A pool patron was found unresponsive under an umbrella. An ambulance attended.

The following incident involving a contractor was reported in March:

• Ankle strain when exiting vehicle.

Each incident is investigated, and appropriate corrective measures implemented to reduce future risks.


3

2.2 Lost Time Injuries & Days Lost

Department

2015-16 2016-17 2017-18 2018-19 2019-20

LTI Days Lost LTI

Days Lost LTI

Days Lost LTI

Days Lost LTI

Days Lost

Finance

Information Services

Shared Services 1 4

People & Culture

Procurement & Plant

1 17

Property Services

Governance & Safety

1 8

Office of the Mayor & CEO

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

2.3 Key Activities

Safety activities conducted during March included:

• A review of duress alarm arrangements was undertaken for various locations.

• Developed and implemented tools to verify current competency of selected operators of small plant.


4

• Investigated and reported on critical incidents including identifying appropriate corrective actions for implementation.

• Reviewed and developed new procedures to support the safety management system.

• Attendance by WHS Team members at local safety networking meetings hosted by Resource Industry Network and WHS Queensland.

• Attendance by WHS Team members at the Central Queensland Regional Safety Exchange – a meeting of Council safety teams from across the region – hosted by Livingstone Shire Council.

• Undertook a traffic management audit and development of a traffic management plan for Paget Depot.

• Continued detailed analysis of recordable injuries and vehicle incidents

• Developed new working-from-home WHS checklist to support COVID-19 management response arrangements

• Other activities include internal audit, procedure reviews, safety observations and interactions, health and safety committee meetings, and pre-start meetings and toolbox talks.

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% 53%

Grade of Service

(GOS)

The percentage of customer

calls that are answered

within 60 seconds across the

Shared Services team.

< 80% 80-85% > 85% 77%

Abandoned Calls

The percentage of customers

that abandon their call before

being served.

> 6% 4.5-6% < 4.5% 5.2%

External

Customer

Satisfaction

A measure of customer

satisfaction as reported by

the end of call survey

< 80% 80-85% > 85% 98%

Customer

Request

Completion

Service requests resolved

within corporate standard

timeframes

< 80% 80-85% > 85% 82%

(Note: GOS has been affected by staff vacancies in the call centres. Whilst the result is under target, the Shared Services team have been working in challenging conditions which has resulted in an increased number of calls from the community.)


5

KPI Graphs and Commentary

Calls Received: A total of 9,608 calls were received in the March reporting period, averaging 436 calls per day. It is notable that this figure represents an increase of 1,000 calls when compared to the same time last year.

Contributing factors include local government election and COVID-19 enquiries, issuing of rates and the running of a ‘Does your bin need repair’ campaign on Facebook.

First Contact Resolution (FCR): FCR results showed that 53% of customer queries were resolved at first contact in March.

While this result represents a satisfactory achievement, the factors contributing to increased numbers of calls were of a nature that negated the call centre’s ability to resolve at first contact.

0

2000

4000

6000

8000

10000

12000

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

Calls Received

FY 19-20 3 year av

40%

45%

50%

55%

60%

65%

70%


First Contact Resolution

FY 19-20 3 year av Satisfactory Exceeded


6

Grade of Service: During the month of March, the call centres were operating with four vacancies coupled with scheduled leave of other staff members. Despite these challenges the result is a mere 3% shy of a satisfactory result.

Abandoned Calls: Abandoned calls decreased slightly to 5.2%, this result is driven by the increased number of

calls received during March.

60%

65%

70%

75%

80%

85%

90%

95%

100%


Grade of Service

3 year av Satisfactory Exceeded FY 19-20

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%


Abandoned Calls

FY 19-20 3 year av Satisfactory Exceeded


7

External Customer Satisfaction: Satisfaction levels remain high at 98%. Completed surveys for March

represent 9.6% (853 calls) of the eligible contact centre calls received.

Customer Request Completion:

70%

75%

80%

85%

90%

95%

100%

105%


Customer Satisfaction Survey

FY19-29 3 year av Satisfactory Exceeded

Lodged Resolved within SLA

SSC 954 92%

MRC Total 3475 78%

MRC Top 5 Pathway requests Lodged March 2020

Volume % of total requests

Phone Message 546 12.3%

Replace wheelie bin 291 6.6%

Change of mailing address 229 5.2%

Repair wheelie bin 213 4.8%

Roads - General 201 4.5%


8

3.2 Aquatic Facilities Attendance Figures:

Note:

• All aquatic facilities were closed under the COVID19 government directive as at midnight 25 March 2020.

Sum of BWLSum of

Memorial SwimCentre

Sum of PioneerSwim Centre

Sum of SarinaPool

Sum of MiraniPool

Sum of MARC

2020 94696 10583 15165 5263 3481 21669

2019 290572 26174 38258 27476 20848 39029

0

50000

100000

150000

200000

250000

300000

350000

Att

end

ance

s

Mackay Regional Council Aquatic Facility Attendances 2019 and 2020

Facility February 2020 March 2020

Bluewater Lagoon 31589 14882

Mackay Aquatic Recreation Complex 8389 6284

Memorial Pool 4806 3411

Pioneer Pool 7913 3701

Mirani Pool 1242 857

Sarina Pool Not provided 2012


9

Attendances January to December - Monthly and Yearly Attendance Comparison

Note:

• Annual maintenance closure was in place from 14 July to 31 August 2019.

Note:

• Memorial Pool was closed from 1 May to 14 June 2019.

• Heating was operational from Saturday 15 June 2019.

• Memorial Pool was closed for urgent unplanned maintenance 12 to 18 August 2019.

Sum ofJan

Sum ofFeb

Sum ofMar

Sum ofApr

Sum ofMay

Sum ofJun

Sum ofJul

Sum ofAug

Sum ofSept

Sum ofOct

Sum ofNov

Sum ofDec

BWL 2019 32878 26008 27605 24035 6554 5510 4919 0 30945 40145 42576 49397

BWL 2020 48225 31589 14882

0

10000

20000

30000

40000

50000

60000

Att

end

ance

s

Bluewater Lagoon Attendances 2019 and 2020

Sum ofJan

Sum ofFeb

Sum ofMar

Sum ofApr

Sum ofMay

Sum ofJun

Sum ofJul

Sum ofAug

Sum ofSept

Sum ofOct

Sum ofNov

Sum ofDec

MSC 2019 3084 5220 5428 898 84 584 1330 475 1298 2034 2797 2942

MSC 2020 2366 4806 3411

0

1000

2000

3000

4000

5000

6000

Att

end

ance

s

Memorial Swim Centre Attendances 2019 and 2020


10

Note:

• Sarina Pool closed on Thursday 18 April 2019 and re-opened Tuesday 01 October 2019.

• No data provided for February 2020.

Sum ofJan

Sum ofFeb

Sum ofMar

Sum ofApr

Sum ofMay

Sum ofJun

Sum ofJul

Sum ofAug

Sum ofSept

Sum ofOct

Sum ofNov

Sum ofDec

PSC 2019 3850 6487 7481 1169 1834 730 494 899 2141 2583 5803 4787

PSC 2020 3551 7913 3701

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

Att

end

ance

s

Pioneer Swim Centre Attendances 2019 and 2020

Sum ofJan

Sum ofFeb

Sum ofMar

Sum ofApr

Sum ofMay

Sum ofJun

Sum ofJul

Sum ofAug

Sum ofSept

Sum ofOct

Sum ofNov

Sum ofDec

Sarina Pool 2019 3330 3072 3412 532 0 0 0 0 0 5495 7508 4127

Sarina Pool 2020 3251 2012

0

1000

2000

3000

4000

5000

6000

7000

8000

Att

end

ance

s

Sarina Pool Attendances 2019 and 2020


11

Note:

• Mirani Pool closed Thursday 18 April 2019 and reopened 16 September 2019.

Mackay Aquatic and Recreational Complex (MARC) Attendance figures

Note:

• MARC commenced operation in March 2019.

Sum ofJan

Sum ofFeb

Sum ofMar

Sum ofApr

Sum ofMay

Sum ofJun

Sum ofJul

Sum ofAug

Sum ofSept

Sum ofOct

Sum ofNov

Sum ofDec

Mirani Pool 2019 1551 3994 3785 128 0 0 0 0 414 4107 4722 2147

Mirani Pool 2020 1382 1242 857

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

Att

end

ance

sMirani Pool Attendances 2019 and 2020

Sumof Jan

Sumof Feb

Sumof Mar

Sumof Apr

Sumof

May

Sumof Jun

Sumof Jul

Sumof Aug

Sumof

Sept

Sumof Oct

Sumof Nov

Sumof Dec

MARC Aquatics 2019 TOTAL 6303 2853 3125 2357 2108 2449 3722 5458 5822 4832

MARC Aquatics 2020 TOTAL 6996 8389 6284

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

Att

end

ance

s

MARC Aquatics Attendances 2019 and 2020


12

Note:

• MARC commenced operation in March 2019.

February 2020 March 2020

MARC Aquatic Attendances 8389 6284

MARC Athletic Attendances 486 258

MARC Total Attendances (Aquatics and Athletics) 8875 6542

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% 82%

Service Request

Resolution

Percentage of service

requests resolved within

corporate standard

timeframes

<80% 80-85% >85% 89%

Internal Customer

Satisfaction

Survey

IT email survey - % of

customers whose

experience met or exceeded

expectations

<75% 75-84% >85% 99.6%

Sum ofJan

Sum ofFeb

Sum ofMar

Sum ofApr

Sum ofMay

Sum ofJun

Sum ofJul

Sum ofAug

Sum ofSept

Sum ofOct

Sum ofNov

Sum ofDec

MARC Athletics 2019 TOTAL 381 719 4479 2574 2119 1396 2018 456 310 232

MARC Athletics 2020 TOTAL 1137 486 258

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000A

tten

dan

ces

MARC Athletics Attendances 2019 and 2020


13

Notes:

These are again encouraging results for Information Services. This has been achieved whilst operating with reduced resources due to recruitment activity. The roles under recruitment are highly skilled and therefore tend to attract individuals requiring training to become proficient. This has a knock-on impact with other staff required to support operational activities away from strategic aligned project delivery. Further comments as follows:

• COVID-19 impacts on IS are placing pressure on the team to support the wider range of working environments and pace at which these are required. In saying this, the IS team have been very innovative in preparing and delivering behind the scenes improved remote accessibility options.

• The survey request resolution and internal customer satisfaction survey results for March 2020 are again very satisfying.

• Obtaining skilled resources within the Mackay region is a continuing challenge and one that we need to explore further on recruitment techniques to attract skilled people to permanently locate themselves in Mackay. Strategies are continuing to be explored to work in partnership with educational facilities and other key organisations recruiting IT skill sets in the region to build and foster a local resource pool.

Information Services Satisfaction Survey – March 2020

March 2020 Survey Rating %

1 How would you rate the level of customer service received? (Timely updates, follow through, helpfulness, communication skills)

91%

2 Was your request completed within a reasonable timeframe? (If not please state expectation in comments section please.)

90%

3 Was your support request completed to your satisfaction? 87%

March 2020 Survey Results

Below Expectations

Met Expectations

Exceeded Expectations

Not Assigned*

Totals

# of Responses 2 154 341 0 497 * Not assigned excluded

Overall Rating 0.4% 31% 68.6% N/A 99.6%

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%


14

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

Assetic

Aurora Bruce Mandalay

Manage Engine

KPI Commentary Incident and Service Request Metrics: The volume of incident and service requests has slightly increased this month, from 851 in February to 909 in March. Information Services continues to deliver significant infrastructure and application improvements (both functional and technical including security) whilst maintaining this quality. The below graph identifies the Raised Vs Closed and Pending requests, along with WIP and backlog.

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.


15

3.4 Procurement Services

Activity March 2019 March 2020

Purchase Orders (PO) Raised 817 1172

Line Items in POs 2183 2531

POs Received 886 1183

Line Items in POs Received 3435 3609

Invoices Processed 2935 3553

Request for Quotes Issued 11 12

Request for Tenders Issued 7 3

Tenders Awarded 3 3

Quotes Awarded 3 9

Area Monthly Amount

March 2020 Monthly %

March 2020

FYTD Amount

FYTD %

Local Spend (Mackay region) $6,410,053 66% $101,887,535 73%

Regional Spend (WROC area) $40,853 1% $707,905 1%

External Spend $3,168,453.96 33% $36,735,831 26%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20

72%

56% 58%

83%

71%63%

81%

71%66%

27%

43% 41%

16%28%

36%

18%

28%33%

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

Area Monthly Spend %

Local Spend (Mackay Region) External Spend % Regional Spend (WROC Area)


16

3.5 Property Services

0

50

100

150

200

250

300

350

400

450

Building Maintenance Requests Security Access Requests

Key & Padlock Requests Pathways Requests

Actioned Property Services Requests

Breakdown of Building Maintenance Requests Actioned – March 2020

Volume % of total requests

Miscellaneous 102 35.42%

Electrical 59 20.49%

Repairs 49 17.01%

Plumbing 43 14.93%

Air Conditioning 21 7.29%

Safety & Legislation 13 4.51%

Scheduled Maintenance 1 0.35%

Of the total number of Building Maintenance Requests received for the month of March (288), the top 3 requests related to:

1. Miscellaneous (majority including Other, furniture, consumables, cleaning and security) 2. Electrical 3. Repairs (majority including doors, locks and hardware, fixtures and fittings).


17

4. PEOPLE AND CULTURE 4.1 Key Activities

Activity Comments

Organisational Culture

• The Job Evaluation Framework commenced with a roll out to Directors and Program Managers. This is currently on hold due to the COVID-19 situation.

• Employee engagement survey analysis has been completed with action plans being scheduled for presentation with Manager People and Culture.

Diversity and Inclusion

• MRC participated in the Australia Workplace Equality Index (AWEI) for the second year. The Australian Workplace Equality Index (AWEI) is the definitive national benchmark on LGBTQ workplace inclusion. The Index drives best practice in Australia and sets a comparative benchmark for Australian employers across all sectors. MRC is the only Queensland Council, and only regional Council that has provided a submission to the Index.

Workforce Relations

• With the emergence of COVID-19, it was agreed by the Bargaining Unit that bargaining for a new Certified Agreement would be temporarily postponed and would reassess the position on 30 April 2020.

Leadership Development

• The review of the second module of Elev8 Operational Leader continues but currently seeking flexible learning options for delivery. Directors and their management teams completed the Empowering module March 2020.

Learning and Development

• MRC welcomed 16 new Apprentices and Trainees following a very successful pilot of Assessments Centres.

• Activities in March for Learning and Development team: o Facilitated 3 inductions with 28 new employees commenced. o 108 MRC Courses and 42 Skill Soft Courses completion of a total of 150.

Water Industry Worker (WIW) Pilot Program

• The WIW participants are on track for a mid-year finish. Round 3 of the face to face training was completed in Cairns in February.

• In response to the COVID 19 restrictions work is being undertaken with the RTO to complete the Block 4 training in June and combine the final assessments into one face to face assessment in July.

• In preparation for a new round of training, MRC is currently seeking expressions of interest for a second intake which is planned for an August 2020 start. Some minor changes have been made to the course for the second round based on feedback from participants and supervisors.

• The WIW Project Coordinator presented an overview of the MRC journey and learnings at the QLD Water Skills Forum on 5 March in Brisbane. Interest from the participants at the forum was very encouraging with support shown for the program to continue across other regional councils


18

4.2 Staff Contingent

Status OMC ECI DS CCS OS CW TOTAL Prev. Mth.

Full Time 9 290 170 116 181 86 852 838

Part Time 0 9 7 35 35 0 86 90

Apprentice/Trainees 0 2 11 6 13 2 34 22

Temp 0 10 9 12 11 3 45 42

Casual 1 3 12 77 6 3 102 103

TOTAL EMPLOYED 10 314 209 246 246 94 1119 1095

Active Vacant 0 17 9 16 18 10 70 99

TOTAL 10 331 218 262 264 104 1189 1194

*Stats current as of 31 March 2020

Activity Comments

Health and Wellbeing

• Think U Know presentations ran at Mirani and Mackay before remaining presentations scheduled for March were cancelled due to COVID-19.

• Resources were prepared and distributed to all staff regarding dealing with stress and anxiety during uncertain times as well as resources regarding the importance in maintaining good physical and mental health while adhering to social distancing and isolation recommendations.

• Contributed health and wellbeing related information and resources to the ‘Working From Home’ toolkits that were compiled to assist staff who are approved to work from home.

• Planning for employee flu vaccinations clinics (taking place in early May) to be facilitated in a way that meets social distancing restrictions.

Workforce Capability

• Currently undertaking follow up activities with Managers/Directors to finalise the FY19/20 workforce plan.

• COVID-19 redeployment activities underway to ensure that displaced MRC employees have the opportunity to be employed elsewhere in the organisation.

Volunteers • COVID-19 disruptions have impacted MRC volunteers and volunteer programs.

• The MRC webpage for volunteer expression of interest and information has been updated to reflect the suspension of volunteer activities because of COVID-19

PROJECT: Mackay Regional Skills Investment Strategy

• COVID-19 disruptions have caused all face to face training to be ceased in the region.

• RSIS has focused efforts on ensuring local businesses are aware of local and state government supports available during this time.


19

• Total vacant positions: 92

• Total number of positions filled in March: 45

• As of 31 March, there were 70 positions across MRC that were actively being recruited to either through external or internal recruitment and selection processes. The total current vacant positions are 92.

• Total vacant positions may differ from active vacancies due to positions on hold, higher duties/secondments or requisitions yet to be received by Recruitment.

103

85

106112

6771

82

9387

98

8992

82

70

8188

5559

77

90

75

101 99

70

42 4235

40 38 36 36 3642

39 37 36

2016

13 14

28 26 2632

2824

30 31

0

20

40

60

80

100

120

Monthly Position Occupancy

Total Vacancies Advertised Vacancies Secondment Higher Duties

98 9992

2531

45

20 1711

0

20

40

60

80

100

120

Jan-20 Feb-20 Mar-20

Monthly Recruitment Statistics

Total Vacant Positions Positions Filled Departures


20

• 12 month moving average turnover was 16.34% as at 31 March 2020.

• Monthly turnover was 0.97% as at 31 March 2020.

• A total of 11 employees departed MRC in the month of March 2020.

• Comparison data – annual Australian regional employee turnover 19.32% (AHRI 2018)

9

1

1

Separations for March 2020

Resignations (incl left without notice)Contract FinishedRetiredDeath / Invalidity

14.50%

15.00%

15.50%

16.00%

16.50%

17.00%

17.50%

18.00%

18.50%

0.00%

0.20%

0.40%

0.60%

0.80%

1.00%

1.20%

1.40%

1.60%

1.80%

2.00%

Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20

Turnover Monthly(Headcount)

0.84% 0.99% 1.72% 1.55% 1.16% 1.41% 1.33% 1.15% 1.60% 1.17% 1.79% 1.51% 0.97%

Turnover - Rolling Average(Headcount)

16.89% 16.56% 17.72% 17.76% 17.98% 17.49% 17.21% 16.76% 16.76% 16.70% 15.85% 16.21% 16.34%

Turnover


21

4.3 Key Activities

Activity Program Timefra

me Comments

Budgets & LTFF Finance • March monthly reports have been

prepared however the emergence of COVID-19 will require consideration for the remainder of financial year (March Budget Review) and effects of Council stimulus measures and close downs of some part of Council operations have had to be factored in.

• LTFF process discussions are continuing.

Statutory Reporting

Finance • Financial Services continue to work with relevant areas of Council with regards to compliance with new revenue and lease standards.


22

4.4 Program Financial Position

Financial Performance Report % YTD Variance of YTD Budget

Period Covered: 1 July 2019 to 31 March 2020 YTD Variance favourable of budget

YTD Variance unfavourable, between 0% and 5% of YTD Budget

YTD Variance unfavourable, more than 5% of YTD Budget

Revised

Budget

YTD

BudgetActual

YTD

VarianceComments

3.01 - Organisational Services Management 452,068 265,462 296,476 31,014 Wages tracking slightly above budget due to no vacancies.

3.02 - People & Culture 2,872,244 1,870,452 1,632,432 (238,020)

3.03 - Financial Services 2,920,776 2,044,116 1,819,572 (224,545) Some rates related expenses less than budget and salary savings due to vacant positions

3.04 - Procurement & Plant (3,851,488) (3,039,553) (2,378,960) 660,593 Decrease in plant hire revenue of + $500,000. Operating expenses are currently within budget.

3.05 - Information Services 7,796,464 6,322,782 6,290,391 (32,391) Budget on track.

3.06 - Governance & Safety 3,700,026 3,067,399 3,078,930 11,531 Budget on track

3.09 - Shared Services 6,681,791 4,797,578 4,727,246 (70,332) Budget is on track, staff vacancies and reduced staff training activity has operations under budget.

3.11 - Property Services 10,043,626 7,131,273 6,664,775 (466,498)

3.15 - Works For Queensland Funding Project - 6,206 - (6,206) Budget is on track

3.16 - Works For Queensland Round 2 Funding Project - - 35,592 35,592 Operational expenses incurred outside timimg and/or scope of funding.

Operating (surplus) / deficit 30,615,507 22,465,715 22,166,453 (299,262)

Organisational Services

People & Culture continue to operate under budget however there will be additional expenditure in the last

quarter due to timing.

Budget is on track but decreased revenue, increased expenditure and projects brought forward from next budget

due to COVID-19 will impact in last quarter.


23

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

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

Operating (surplus) / deficit

YTD Budget YTD Actual


25

5. PERFORMANCE & RISK

5.1 Corporate Performance Planning & Reporting

During the month of March, the Performance & Risk team have continued to work with Directors and Program Managers in finalising 2020-2021 Action Plans that will support the 2020-2023 Business Plans and inform the 2020-2021 Operational Plan. A draft version of the 2020-2021 Operational Plan has been reviewed by Directors in preparation for presentation to Council in May 2020. It is likely that the COVID-19 pandemic will have an impact on corporate performance plans for the 2020-2021 financial year. The extent of these impacts is being considered and will continue into April, triggering a review of some priorities moving forward. Given the rapidly changing environment, a further review of priorities is likely in the first half of the 2020-2021 financial year. This month the 3rd Quarter Operational Plan Review Report was compiled that is planned for presentation to Council on 29 April 2020. As part of this review, we have worked with Directors and the Management Team to understand any likely impacts (as a result of the COVID-19 pandemic), on achieving Operational Plan targets for the remainder of the 2019-2020 financial year and of those, how many are to be carried over into the 2020-2021 Operational Plan.

5.2 Enterprise Risk Management

This month the 3rd Quarter Strategic Risk Report was compiled in preparation for presentation to SLPT early in April and presentation to the next Audit Committee meeting on 21 May 2020. The report identified that the COVID-19 pandemic may have an impact on Council’s risk profile and has triggered a strategic risk review that will be undertaken toward the end of the 4th Quarter. The scope of the independent review of the Enterprise Risk Management Framework has been drafted and will be explored at an appropriate time as COVID-19 related restrictions begin to be removed. Business continuity has been a focus this month as per activities of the COVID-19 Management Response Group that was activated early in the month. Whilst a considered review of MRC’s corporate business continuity framework had been scheduled prior to the COVID-19 pandemic, this real-life scenario will be beneficial in informing the review moving forward.

6. BUSINESS IMPROVEMENT

6.1 Business Improvements

Description Program Comments

Safety Systems Streamlining Project G&S

The IS Share Point initiative has continued this month with ongoing work to ensure safety information is available to all staff anytime, anywhere.


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Description Program Comments

Contractor Safety Management Project

G&S

• The planned focus for this month was on implementation activities. In particular - communication activities. Acknowledging the impacts of COVID-19 restrictions on normal business operations (that may have impacted contractors), it was agreed that implementation activities would be placed on hold temporarily. This decision will be reviewed as COVID-19 restrictions begin to lift.

• In the interim, preparation of supporting processes and tools will continue to be developed in readiness for implementation activities to re-commence.

Business Analysis: Software support for key corporate functions

G&S and IS

• Product demonstrations have now been complete, and the Information Services team have finalised their report on findings and recommendations.

• A key outcome is that software support for safety as a key corporate function is to be explored in the 2020/21 financial year, followed by enterprise risk management and corporate performance planning in 2021/22.

• The report has been presented to stakeholders and a business case submitted to SLPT as part of annual budget deliberations.

• Whilst an outcome on the business case is being finalised, the project, ‘WHSQ Systems Implementation,’ has been initiated and a project plan developed, reviewed and approved by the business owner.

• A project kick-off meeting will take place in April with all stakeholders.

Business Process Management

Shared Services

• Business Process Management (BPM) is a corporate wide initiative that aims to improve efficiency, effectiveness and agility through capturing process knowledge in a central repository. Helping council to understand what it does, how processes deliver for our customers and looks at why we do the things we do. It was introduced in 2016 as a solution to managing the variation in how and where processes were documented.

• BPM has taken a staged roll out approach to programs across the organisation. Each stage structured to deliver an understanding of BPM concepts and process tools, including the process mapping software Promapp.

• In the past 5 years, the Business Process Improvement team has delivered; o BPM to 23 programs, o over 460 users trained in process mapping techniques, o Identification of over 1,100 processes with 53% visible to the

organisation.

• Once the processes have been mapped the BPM journey will focusing on optimising processes using continuous improvement methodologies to enhanced productivity.

Project Review and Optimisation Project

Shared Services

Project Highlights

• All SSC teams have a fully trained Process Champion actively assisting with team process management.

• Shared Services is experiencing heightened team collaboration, including across teams with cross-functional processes

• Natural synergies have been identified between teams, developing further understanding of like functions, customer service groups and areas of opportunity to realise efficiencies.

Project Results to Date

1. Identification of 44 additional processes, bringing the total to 379, 2. Reduction of “Out of Date” process from 124 to 7.

http://bruce/StaffServices/BPM/ProcessChampions/BPM%20Tools/The%20Process%20Champion%20Role.pdf


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7. REGULATORY COMPLIANCE

7.1 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

7.2 Corporate Governance

Policies New Policy’s Approved in March 2020

Existing Policies Approved in March 2020

Council Policies Nil Nil.

Administrative Policies Nil

2 Administrative Policies were approved during March:

• Equal Employment Opportunity

• Provision and Use of Recording Devices.

1 Administrative Policy was rescinded:

• Contact between Employees and Councillors Policy

Policy Reviews Commenced

6 policy reviews were commenced.

Policy Consultation 3 management policy consultations were commenced.

Activity Program Comments

Administrative Action Complaints G&S

Corporate Governance has processed 12 Administrative Action Complaints for the month of March. Corporate Governance has also undertaken 2 Prescribed Infringement Notice (PIN) reviews and 1 Insurance Claim review.

Authorised Person Applications Processed

G&S The Authorised Person Project is now complete with all identified positions now being issued with new Authorised Person ID Cards.

Right to Information (RTI) Applications

G&S 1 RTI Application was finalised during March and 1 application was withdrawn.


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10

6

1

Insurance Claims - March 2020

Motor Vehicle - 10 Public Liability Personal Injury - 0 Public Liability Plant - 6

Public Liability - 1 Theft - 0 Professional Indemnity - 0

Malicious Damage - 0 Other - 0 Water Damage - 0

53

12

45

15 21 1

General Governance Enquiries - March 2020

Insurance Advice - 53 Policies - 12

General Governance Advice -45 Delegation Requests/Authorised Persons -1

SAI Global Standards Requests -5 Administrative Action Complaints -2

RTI/IP General Inquiries - 1 Local Laws - 1


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7.3 Internal Audit

Inventory / Stores Management and Stocktakes

Completed

Contractor Management In Progress

This review has been outsourced and the contractor engaged. Audit being completed offsite

Public Event Management In Progress

The scope of this audit is being reviewed to reflect and support an initiative being undertaken by CCS and DS to review the internal operating arrangements for event management.

Regulatory / Licensing and Compliance In Progress Fieldwork has been completed and the report drafted.

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1

1

1

1

0 5 10 15 20 25

Total Received - YTD

No of RTI App Still Current

No of RTI Applications Withdrawn

No. of RTI App Finalised for Month

No. of RTI App Rec'd for Month

Right to Information Applications - March 2020

39

16

77

63

0

14

0 10 20 30 40 50 60 70 80 90

Number of days to process Application

Contact with Applicant

Number of Pages considered per Application

Number of pages released in full

Number of pages released in part

Number of pages refused access

Right to Information Application Statistics - March 2020

Internal Audit Reviews Underway Status Comments


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Audit Committee

• The final meeting of the audit committee under its old membership was held on 13 February with the meeting minutes going to the 29 April Council meeting. The first meeting with the new membership comprising of external members Peter Tait (new Chair) & Tim Cronin (first meeting); and two Council appointees will be held on 21 May.

8. LAND & BUILDINGS

9.1 Building Maintenance

9.2 Land & Tenure

Other Internal Audit Activity

Comments

Description

• Mirani Administration Building – Rainwater sumps cleared and re-sealed.

• MECC – Convention Centre, large sloping box gutter all joins resealed and symphonic sumps re-sealed.

• Mirani Depot (Office) - New table/bench installed and caged in with lockable doors to house the office building generator securely.

• MECC – Entertainment Centre - Repair large cement sheeting to Fly Tower.

• MECC – Trolley/Cleaning Room, Upgrade plumbing connections and valves to chemical dispenser.

• MECC – Entertainment Centre, faulty solenoids replaced in urinals.

• Mirani Community Hall – Install bird proofing to veranda and window flashings.

• Mackay Administration Building - 3.5 kw split system installed in Manager Development Engineering’s office to eliminate AC air flow issues.

• Artspace foyer ceiling re-painted.

• Artspace foyer wall re painted.

• Dudley Denny City Library - major roof rectification works have been completed with 20m. of tray flashing and removal of the old Tenancy 7 exhaust hood.

• All lights replaced in amenities at Celeber Drive Hall – Replaced to LED’s.

Description

Leases:

• Lease renewals:

o Caneola Pty Ltd - cane cultivation

o Reef Catchments - licence renewal

o Qld Health - user agreement for Tommy Webster Memorial Hall


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o Café Deed for Botanic Gardens Café

o Mackay Croquet - commenced discussions regarding lease renewal

• New leases:

o Public Safety Business Agency - Mirani RFS & SES joint facility

o 3 month residential lease signed for Willis Street

o QCup/Mackay Cutters Deed signed - Stadium Mackay

o Grazing lease documents provided for signing - Eton-Homebush Road

o Mackay Basketball Association

o Assisting Sport & Recreation regarding new leases for Brewers Park

• New Lease enquiries:

o Beautician - Mirani premises

• Lease Inspections:

o Botanic Gardens Café

o 8 River Street, Mackay

o Lifestream Building - Nita Fleming Oval

o Town Hall

• General Lease Matters:

o Mackay Netball - trees

o Citibeach Volleyball - water leak

o LYDDA - car park

o Ashtart - business closed down

o Nita Fleming Oval - surrender of Lifestream and issues between residents and Clubs

o Whitsunday VMX Club - extension to agreement for lease

o Crediton Hall - status update

o Mackay Community Garden - overgrown grass

o Finch Hatton Progress Association - requirements for coffee van

o Regional Social Development Coalition (Town Hall) - request to utilise second room

o Slade Point Rugby Union - rates query

o Mackay & District Senior Citizens Association - new agreement

o Quarry Hill - lease documentation

o Central Qld Blokart Association - general lease enquiry

o Selectability - use of park area for community garden - Wood Street

o Don Daniels on the River - rent discussions

• Lease Compliance:

o Mackay Kennel Club - request for painting and upgrade to fixtures

o ATSICHS Mackay - fire pit

o Mackay Netball - request for Coffee Counter


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o Whitsunday VMX Club - request to slash overgrown grass

o Dows Creek Hall Committee - request for installation of fans

o Mackay Croquet - consent for bus shelters

o Finch Hatton Progress Association - Heritage exemption for new flooring

o Public Liability Insurance

▪ February- sent out 12 new request, 14 follow-ups, received 17, outstanding 9

▪ March - sent out 12, 5 follow ups, received 5, outstanding 12

• The Dome:

o Tenancy 2 - Travel Associates - lease commenced 01.02.2020, commenced trade 09.03.2020

o Enquiry received from Pharmacist regarding Tenancies 4 & 7

o Walkthrough of Dome with NDIS provider

o Water leaks / air conditioning issues for Tenancies 5, 9, 10 and 11

o Chamber of Commerce vacated Tenancy 7

o RCD testing all tenancies and common area

o Mother's Pantry closed 27.03.2020 due to Covid-19

o One Stop Medical - consent given for isolation zones in car park and screening area at the front of the tenancy

Land Matters:

• Land maintenance:

o Dalrymple Bay Coal Terminal - replacement of fences and bitumen upgrades for weather monitoring enclosures

o Access at the rear of Gordon White Library

o Registered Biosecurity Entities - on Council land

o Ivan Johnson Road - overgrown reserve

o Hamilton Street - tree inspection

o Overgrown grass at Calen property

o Request for tree trimming - Foulden Street

• Freehold Land Sold:

o 110 Cowleys Road went to auction, was passed in, and later sold in March

• Fencing:

o Greenmount Homestead

o Gracie Court, Walkerston

• Encroachments:

o Pollack Street query

o Joseph Court

o Scawfell Street, Slade Point

o Ocean Avenue, Slade Point


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The Land & Road Use Committee:

• February:

o 3 x land matters

o 3 x road matters

• March:

o 9 x land matters

o 5 x road mattes

o Audited all DNRME applications from 2017

Council Reports:

• Public Safety Business Agency - Mirani RFS & SES joint facility

Miscellaneous:

• Seaforth Community Hall enquiry

• Inspection of new commercial tenancy - 8 River Street

• Enquiry regarding fire training on Council land at Sarina

• Acquired 6 River Street as part of PDA project

• Undertook Land Risk Analysis (budget new initiative)

• Grazing permit to occupy - Delachantos Road, Hampden

• Fence at SES Sarina - Brewers Road

• Pest management and asbestos audits taking place

• Orange Sky agreement

• River Street boats - undertook inspection

• Working with Sport & Recreation Development Officer on a list of Associations in the Mackay region and their registration status

• Optus - unpaid rates - ongoing

• CQU - ongoing issue with rates associated with MARC

highlights and significant issues report · • a pool patron was found unresponsive under an...

Documents