monthly review period - september 2020

Office of Mayor and CEO Monthly Review

Period - September 2020

Office of the Mayor and CEO Monthly Review > September 2020

OVERVIEW ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

SAFETY .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.1. Overview ......................................................................................................................................4

1.2 Lead Indicators ............................................................................................................................5

1.3 Incidents and Injuries ..................................................................................................................9

1.4 Definitions ................................................................................................................................ 16

KEY INITIATIVES .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 18 2.1. Summary of key projects and initiatives .................................................................................. 18

2.2 Cyclone Debbie and NQ & FNQ Monsoon Trough Update ...................................................... 21

GREATER WHITSUNDAY COUNCILS OF MAYORS (GWCoM'S) . . . . . . . . . . . . . . . 22 3.1. Greater Whitsunday Council of Mayors (GWCoM’s) – formerly Whitsunday Regional

Organisation of Councils (WROC) ............................................................................................. 22


OVERVIEW This report is for the Office of the Mayor and CEO for September 2020.

• Although Lead Safety Indicators are generally positive, Council has recorded two (2) Lost

Time Injuries (LTI's) year to date with a total of 11 days lost.

• The early October Council in Community Day saw Councillors visit the southern part of the Council area with inspections of key projects and assets around the Sarina area. Whilst still not involving community catch-up sessions, there is a plan to see these elements re-introduced early 2021.

• External funding received year to date is $7.84M, made up mostly of Works for Queensland COVID payment of $3.465M.

Michael Thomson Chief Executive Officer


SAFETY 1.1. Overview

For the 2020-21 year, two lost time injuries have been recorded and a total of 11 days have been lost:

• An upper arm and shoulder injury was sustained after force was used to turn a water tap ball valve.

• A lower back injury was sustained whilst operating a roller.

Our performance on our lead indicators was generally positive although more effort has been put into completing safety corrective actions on time.

Safety activities conducted during the quarter include:

• Participated in several safety in design meetings for upcoming major works, including developing a risk register.

• Liaised with Programs and Learning and Development to identify training needs.

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

• MRC was advised that it has been selected by the WHS Regulator to participate in LGW workers’ compensation mid-scheme audit.

• Undertook internal WHS audits for: management responsibility, construction sites and traffic management, and fire and emergency plans.

• 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 Central Highlands Regional Council at Emerald.

• The working group established to identify improvements to the safety aspects of contractor management reached a key milestone, with the finalisation of key documents. Materials to engage with internal stakeholders and contractors have been developed with sessions booked throughout October and November.

• Undertook recruitment process for WHS Advisor position – following recent retirement of incumbent.

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

• Data for this report is current up to October 1 2020.

• There is a glossary at the back of the report which explains terms and acronyms.


1.2 Lead Indicators Quarterly Result

The program-specific data behind the graphs below is shown in section 2.4.

Site Safety Inspections Completed This graph shows the percentage of scheduled inspections completed on-time in the quarter.

At a department-level the results were:

• Capital Works:100% • Community and Client Services: 100% • Development Services: 100% • Engineering and Commercial Infrastructure: 97% • Organisational Services: 100%

Manager Safety Interactions Undertaken This graph shows the percentage of members of the management team that have undertaken at least six safety interactions.

Monthly Action Plan (MAP) Completed This graph shows the percentage of MAP items completed in the quarter.

Corrective Actions Completed on Time Corrective actions are raised following an incident, site safety inspection, hazard report, or as an action from a WHS meeting.

The vast majority of overdue corrective actions relate to contractors operating facilities managed by Property Services. Property Services has allocated dedicated resources to addressing the outstanding actions with the contractors concerned to ensure that all actions are closed off as soon as possible. As a result, performance in this area is expected to improve in the very near future.


Site Safety Inspections Completed

A target of 100% has been set for the completion of scheduled site safety inspections. This graph provides a snapshot of the percentage completed at the end of each month.

The outstanding inspections from August were completed in September.

Monthly Action Plans Completed


Lead Indicators Break-up by Program

Department / Program

Site Safety Inspection Manager Safety Interactions MAPs Corrective Actions

¼ Actual

¼ Target

% Achv’d

¼ Actual

¼ Target

% Achv'd % Achv'd Total CA’s

due % actioned on

time

Capi

tal W

orks

CW Management 6 6 100% 100% 1 0%

Major Projects 6 6 100% 100% 2 50%

Field Services 6 6 100% 6 6 100% 99% 6 100%

Contract Services 6 6 100% 97%

Portfolio Management 6 6 100% 98%

Design Services 6 6 100% 100% 6 100%

Total 6 6 100% 36 36 100% 99% 15 78%

Com

mun

ity &

Clie

nt

Serv

ices

CCS Management 8 6 100% 100%

Corporate Communication 6 6 100% 100% 1 100%

Community Lifestyle 5 5 100% 6 6 100% 100% 8 100%

MECC & Events 2 2 100% 8 6 100% 97%

Emergency Management 6 6 100% 4 3 100% 100% 9 100%

Health & Reg Services 4 4 100% 7 6 100% 100% 25 100%

Total 17 17 100% 39 33 100% 100% 43 100%

Deve

lopm

ent

Serv

ices

DEV Management 6 6 100% 100% 1 100%

Development Engineering 6 6 100% 94%

Development Assessment 6 6 100% 98%

Parks 7 7 100% 8 6 100% 100% 24 100%

Strategic Planning 8 6 100% 96%

Economic Development 7 6 100% 100% 3 0%

Total 7 7 100% 41 36 100% 98% 28 89%

Engi

neer

ing

& C

omm

erci

al

Infr

astr

uctu

re

ECI Management 12 12 100% 100% 3 100%

T’sport & Drain Infra Plng 7 6 100% 99% 1 100%

Civil Operations 16 16 100% 8 6 100% 100% 29 100%

Waste Services 7 6 100% 100% 13 100%

Water Network 8 9 89% 7 6 100% 94% 10 90%

Water & Sew Infra Plng 7 6 100% 100%

Water Treatment 5 5 100% 6 6 100% 98% 1 100%

Asset Management 6 6 100% 100%

Total 29 30 97% 60 54 100% 99% 57 98%

Org

anis

atio

nal S

ervi

ces

ORG Management 6 6 100% 100%

Financial Services 6 6 100% 100%

Shared Services 1 1 100% 8 6 100% 100% 2 50%

Procurement & Plant 6 6 100% 7 6 100% 97%

Property Services 11 11 100% 6 6 100% 100% 141 22%

Governance & Safety 6 6 100% 98% 12 92%

People & Culture 4 3 100% 92% 1 100%

Information Services 7 6 100% 97%

Office of the Mayor & CEO 3 6 100% 100%

Executive Officer 7 2 100%

Total 18 18 100% 60 53 100% 98% 156 28%


Corrective Action Status Report as at 1 Oct 20

CAs Overdue

% of CA's

Overdue Department

Total CAs open

Total CAs

Overdue < 30 days overdue

30 - 60 days

overdue

60-360 days

overdue > 12mths overdue

Capital Works 0 0 0 0 0 0 0%

Community & Client Services 2 0 0 0 0 0 0%

Organisational Services 132 68 21 44 3 0 52%

Development Services 9 2 0 0 2 0 22%

Engineering & Commercial Infrastructure 9 0 0 0 0 0 0%

Mackay Regional Council 152 70 21 44 5 0 46%

As discussed above, the vast majority of overdue corrective actions relate to contractors operating facilities managed by Property Services. Property Services has allocated dedicated resources to addressing the outstanding actions with the contractors concerned to ensure that all actions are closed off as soon as possible. As a result, performance in this area is expected to improve in the very near future.


1.3 Incidents and Injuries

One hundred twenty-six incidents were reported during the quarter.

The following injuries to MRC employees were reported in September:

Lost time injury:

• Lower back pain after day of operating heavy roller.

Medical treatment injuries / suitable duties injuries:

• Upper back pain after a day spent loading green waste into truck. • Shoulder injury while loading a tool bag into a vehicle. • Fractured finger whilst loading weldmesh into tip truck. • Cut arm whilst carrying weldmesh into storage container.

First aid and non-treatment injuries:

• Lower back pain after mowing uneven ground. • Minor irritation after being bitten by insects. • Bruised forehead after bumping head on a low hanging post. • Elbow pain whilst lifting equipment into vehicle tray. • Wrist sprain whilst lifting a length of chain. • Minor irritation after tick bite. • Bruised finger whilst team lifting equipment into vehicle tray. • Lower back pain after period shovelling. • While undoing cam lock from truck - minor cut on hand. • Scraped skin from forearm while removing concrete off truck. • Minor finger sprain after installing traffic counter.

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


Lost Time Injuries and Days Lost

Department 2016-17 2017-18 2018-19 2019-20 2020-21

LTI Days Lost LTI

Days Lost LTI

Days Lost LTI

Days Lost LTI

Days Lost

Capital Works

Community & Client Services 3 6 1 1 1 18 1 3

Organisational Services 2 25

Development Services 3 55 1 13 1 33 4 154

Engineering & Commercial Infrastructure 1 13 6 83 1 13 2 271 2 11

Mackay Regional Council 7 74 10 122 3 64 7 428 2 11

For the 2020-21 year, two lost time injuries have been recorded: • In August 2020, an upper arm and shoulder injury was sustained after force was used

to turn a water tap ball valve. Ten days have been lost whilst the person recovers. • In September 2020, a lower back injury was sustained whilst operating a roller. One

day was lost as the worker recovered.


WHS Incident Summary

Department / Program Incident Data (1st Quarter) Incident History 2020-21 financial year (YTD)

LTI TRI All

Injury Near Miss

AD NSM

Total Incidents

LTI TRI All

Injury Near Miss

AD NSM

Total Incidents

Capi

tal W

orks

CW Management

Major Projects 1 1 1 1

Field Services 1 2 1 1 4 1 2 1 1 4

Contract Services 2 2 2 2

Portfolio Management

Design Services 2 2 2 2

Total 1 2 3 4 9 1 2 3 4 9

Com

mun

ity &

Clie

nt

Serv

ices

CCS Management

Corporate Comm.

Community Lifestyle 1 6 2 2 8 18 1 6 2 2 8 18

MECC & Events 1 1 2 1 1 2

Emergency Manag.

Health & Reg 2 3 1 3 7 2 3 1 3 7

Total 3 10 3 5 9 27 3 10 3 5 9 27

Deve

lopm

ent

Serv

ices

DEV Management 1 1 1 1

Development Eng 1 1 1 1

Development Ass

Parks, 3 7 2 12 2 23 3 7 2 12 2 23

Strategic Planning

Economic Dev 1 1 1 1

Total 3 8 4 12 2 26 3 8 4 12 2 26

1Eng

inee

ring

& C

omm

erci

al

Infr

astr

uctu

re

ECI Management

Tran Drain Infra Plng 1 1 1 1

Civil Operations 2 6 15 1 9 1 26 2 6 15 1 9 1 26

Waste Services 1 12 13 1 12 13

Water Network 3 1 1 5 3 1 1 5

Water & Sew Infra Pl

Water Treatment 1 1 1 1

Assets Management

Total 2 6 19 3 10 14 46 2 6 19 3 10 14 46

Org

anis

atio

nal S

ervi

ces

ORG Management

Financial Services

Shared Services 3 3 3 3

Procurement & Plant 1 2 2 1 2 2

Property Services 1 8 9 1 8 9

Governance & Safety 2 2 2 2

People & Culture 1 1 1 1

Information Services

Office of the Mayor & CEO

1 1 1 1

Total 1 8 2 8 18 1 8 2 8 18


Injury Frequency Rates 12 month rolling average


Lost Time Injury Frequency Rate Comparison

This data is provided by MRC’s workers’ compensation insurer LGW, and shows the cumulative LTI frequency rate over the course of the current financial year, compared to similar sized local governments (Group E councils).

MRC has recorded two LTIs. This has resulted in a LTI frequency rate of 4.3, which is equal to the All Group E Councils rate.

Legend

MRC

This year

All Group E

Councils

This year

Last year

Last year


Total Recordable Injury Frequency rate

The graphs shows the 12-month rolling average. Analysis has been undertaken to identify ways to reduce the number of injuries requiring medical treatment.

Most of the injuries involve ‘muscular stress’. Areas of focus include: pre-employment checks; new employee inductions; fitness for work; hazardous manual task identification & management; and improved incident investigation.


Workers Compensation Claims Costs

This graph depicts the total worker’s compensation claim costs over five years.

Claim costs are payments made in relation to accepted claims. This includes compensation payouts and medical costs and expenses relating to claims.

The costs of claims are a factor in determine MRC’s workers compensation premium.


AIFR

TRIFR

LTIFR

ALL INCIDEN

TS

1.4 Definitions Incident Hierarchy

Lost Time Injury

Suitable Duties Injury

Medical Treatment Injury

First Aid Treatment Injury

Non-Treatment Injury

Near Miss Incident


Incident Definitions

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

Lost Time Injury (LTI) A work injury that results in a fatality, or an inability to work at least one full day / shift or part of a day / shift, any time after the day / shift in which the injury occurred. As determined by the treating doctor.

Suitable Duties Injury (SDI) A work injury that results in an injured worker remaining in the workplace, but not being able to return to their normal duties on the next day or scheduled shift. Work is undertaken, subject to restrictions, as determined by the treating doctor.

Medical Treatment Injury (MTI) A work injury that results in an injured worker being treated by a qualified health professional e.g. doctor, nurse, physiotherapist.

First Aid Treatment Injury (FAI) A work injury that results in an injured worker being provided treatment which is normally given by a first aider.

Non-Treatment Injury A work injury which did not require treatment by a first aider or health professional e.g. doctor.

Near Miss Incident (NM) An incident that could have or had the potential to cause injury or loss.

Recordable Injury (RI) Incidents that result in a LTI, SDI and MTI.

Lost time injury frequency rate (LTIFR)

The number of lost-time injuries per million hours worked.

Calculated as follows: No of LTI x 1,000,000

total hours worked during period

Total Recordable Injury Frequency Rate (TRIFR)

The number of recordable injuries per million hours worked.

Calculated as follows: No of RI x 1,000,000


All Injury Frequency Rate (AIFR) The sum of RIs and FAIs per million hours worked.

Calculated as follows: No of injuries x 1,000,000


Notifiable Incident Incidents that are notifiable to Workplace Health and Safety QLD (WHSQ). Includes an incident that results in the death, serious injury, or serious illness of a person, or involves a dangerous incident.


KEY INITIATIVES

2.1. Summary of key projects and initiatives This section provides a summary of key initiatives linked directly to the Office of the Mayor and CEO for 2020/21. Councillor Activities Council in Community Planning for the October Council in Community day was undertaken, with the visit south through the Sarina area undertaken on Wednesday 7 October 2020. Still with a focus on Council facilities rather than open community meetings, the following were included in site visits – Upgraded Campwin Beach boat ramp facilities. Owen Jenkins Drive bitumen sealing project. Newly finalised wash-down bay facility at Council Depot. Council offices, Library and Youth Centre. Field of Dreams, including Visitor Information Centre, Arts and Crafts Centre, Museum,

and a tour of the Sarina Sugar Shed.

Photo 1: Sarina Visitor Centre


Photo 2: Sarina Beach Shop

Photo 3: Sarina's Original Fire Engine

Photo 4: Sarina Sugar Shed


Meetings/Briefings For the month of September, the following Council meetings/briefings were co-ordinated: • Council in Community Day – 2 September • Ordinary Council meetings – 9 and 23 September • Briefing Days – 9, 23, and 30 September • Integrity Act training for Councillors conducted by Department of Local Government,

Racing and Multicultural Affairs – 28 September Council meetings continue to be held at the MECC given distancing requirements, and the public excluded from attending under approved legislation. In fact, the meeting of 23 September was held on the stage within the MECC, give the need to pre for the Bowen Basin Mining Club Queensland Mining Awards event. Live streaming of Council meetings however continues to ensure public access. Details of Council meeting minutes, and recorded live streaming, are all available on Council’s website. The situation of meetings location, and public attendance, will continue to be monitored in line with COVID-19 restrictions. Coronavirus Council’s internal COVID-19 Working Group established with across Council representation continues to be available as needed, however the changing environment and restrictions have eased meaning an easing of pressure for constant changes and little need to meet. Restrictions remain in place at key Council facilities such as Libraries, MECC etc, and Council meetings continue to be held with distancing restrictions meaning use of the MECC venue. All Council staff and operational facilities (such as meeting rooms with distancing requirements) continue to operate under approved processes. Legal Services Specifics of key legal matters continue to be reported monthly to Council meetings via confidential reports, given the nature of the matters. With a focus on legal services being provided by in-house staff as a priority where possible, currently there are (242) legal cases open and being handled by in-house staff. External Grant Funding 2020/21 external funding monies to 30 September 2020 being actually received by payments to Council is $7,840,209. The major components of this amount being: • PTAIP/BSSP Funding (Bus Stops) - $337,425 • Works for Queensland COVID - $3,465,000 • Flood Warning Flood Level Classification - $114,948 • Waste Levy Funding - $1,020,317.43 • Local Road & Community Infrastructure - $978,295


• Animal Management Facility $637,250 • Financial Assistance Grants Funding - $694,557 Funding applications successful during September include –

• Nil (with a number pending advice) 2.2 Cyclone Debbie and NQ & FNQ Monsoon Trough Update Cyclone Debbie - Beach Restoration (Category D & Resilience) The State Government funded beach restoration projects ($3.9 mil) are still awaiting acquittal by QRA. NQ & FNQ Monsoon Trough – Road Restoration Works

The Dalrymple Road Landslips Micropiling works are progressing with approximately 30% of the piles installed. The subsurface ground conditions are continuing to be challenging and are requiring more cement grout to be used. These site conditions have pushed the completion date to mid-December. The second seal will be undertaken after the micropiling has been finished.

Gravelling works are progressing and will be completed in late 2020.

All minor works projects, except the Armstrong Beach Road pavement repairs, have been completed. The tenders for this project have been called and close in mid-October.


GREATER WHITSUNDAY COUNCILS OF MAYORS (GWCoM'S)

3.1. Greater Whitsunday Council of Mayors (GWCoM’s) – formerly Whitsunday Regional Organisation of Councils (WROC)

Joint group in conjunction with the Councils of Isaac and Whitsunday.

Membership involves the Mayor and CEO of each of the three (3) Councils, supported by various staff.

A CEO’s Group has been established as part of the GWCoM’s. The intent of this group is to handle the ‘business’ matters and look for possible synergies between Councils at CEO level and allowing focus on higher level and strategic issues for the region by the wider group.

The last GWCoM's meeting was last held on 20 August 2020, in Bowen, and reported on within the August monthly review report.

The next GWCoM’s meeting is Thursday 15 October 2020 to be held in Mackay.

monthly review period - september 2020

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