2013-14 Operational Plan - Mackay Council · The 2013/14 Operational Plan outlines the activities and services that we as an organisation ... components. Project was deferred

2013-14 Operational PlanMackay Regional Council

Third Quarter ReviewJanuary 1 - March 31, 2014

Contents Introduction 1

Message from CEO - Barry Omundson 1

Organisational Overview

Office of Mayor and CEO 3

Community & Client Services 5

Organisational Services 7

Development Services 8

Engineering & Commercial Infrastructure 9

Review of Key Operational Activities

Corporate Objective 1: Community and Lifestyle 11

Corporate Objective 2: Economic Development 25

Corporate Objective 3: Environmental Sustainability 28

Corporate Objective 4: Strategic Planning 31

Corporate Objective 5: Infrastructure Services 34

Corporate Objective 6: Commercial Services (Water & Waste Services) 40

Corporate Objective 7: Organisational Excellence and Governance 48

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Introduction Welcome to the third quarterly review of the 2013/14 Operational Plan.

The 2013/14 Operational Plan outlines the activities and services that we as an organisation will deliver this year towards implementing the objectives of the 2009-2014 Corporate Plan.

This report demonstrates the organisation’s performance during the period 1 January, 2014 to 31 March, 2014 in delivering the annual program as detailed in the 2012/13 Operational Plan.

The third quarter review complies with the Local Government Regulation 2012 which states:

"the Chief Executive Officer is to present a written assessment of the local government’s progress towards implementing the annual operational plan at meetings of the local government held at regular intervals of not more than three months"

and is presented to the ordinary meeting of Mackay Regional Council on 14 May, 2014.

Delivering the priorities

The organisation structure is aligned with the strategic priorities identified in the corporate plan to ensure a clear focus and overall direction in delivering the activities and services towards implementing the vision for the region.

VISION

Message from the CEO - Barry Omundson The theme of working as ‘one-team’ was evident through a range of collaborative initiatives progressed this quarter. This included the joint effort staff put in to advance the Regional Sustainability Strategy as it moved into its critical final stages. The acceleration of the road rehabilitation program in order to optimise available funding was made possible through cross-departmental cooperation. In addition, our management team working in cross-program syndicate groups focussed their attention on finding operational savings across the organisation. The theme of collaboration also translated into some of the work undertaken with our community and our partners such as the Evans Avenue Business Forum, the Sarina Business Breakfast, the CBD Revitalisation Project, the ‘Doing Business with Council’ workshop, the Reef Rescue water quality collaboration project, and the Queensland Regional Alliance Program, just to name a few. The payoff on the organisational reforms we have embarked on are beginning to show and are expected to increase in coming months as we move forward at an increased pace. These will be important as we need to keep challenging the way we do things and look for opportunities to improve in order to continue our transformation into a modern business.

Key achievements for the quarter were: The Steering Committee and Project Team groups have been

established for the Regional Sustainability Strategy. These groups will be assisting in developing engagement strategies;

Year to date attendances at Mackay Entertainment & Convention Centre are 7% up on the same period last year. Ice City II and a highly successful New Year’s Eve program are largely responsible for this increase.

Annual information session on “Doing Business with Council” held by Procurement & Plant.

Facilitation of the Evans Avenue Business Forums to assist local business with establishing the details in preparation for the grand opening of the revitalised commercial and retail precinct.

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The "Enjoy Summer in the City" campaign was launched and ran throughout Quarter, with successful Summer Fashion Parade, Chinese New Year and On-Street Entertainment. And a strong focus on Harmony Day activities in the City Centre.

Strategic Planning focussing on the Reef Rescue Project "Collaboration to the Rescue", partnership program on the water quality in the Great Barrier Reef.

Formation of the Queensland Regional Alliance Program (QWRAP); i.e. collaboration and knowledge and resource sharing between Mackay, Isaac and Whitsunday Regional Councils.

Successful completion of the $2.5M Marian Raw Water Intake Project which involved the construction of a new Raw Water Intake, Pump Station and pipeline on the banks of the Pioneer River.

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Organisational Overview

Office of the Mayor and CEO

Chief Executive Officer

Barry Omundson

Area of Responsibility

Sustainability and Collaboration

Performance and Strategy

The focus of the Office of the Mayor and CEO for the quarter has been: Continuing the Regional Sustainability Strategy work; Work on the Whitsunday ROC initiative and refinement of operations. Implementation of the Culture Development Plan. Seeking operational efficiencies through internal reviews. Key achievements for the quarter have been: The in-house Legal Counsel has established an Administrative Policy

setting-out request process, as well as an on-line request submission form. Internal ‘billable’ hours are being tracked against files. Work is being finalised on a regular report;

Funding submission lodged for Royalties for Regions Round 3 – o Marian-Mirani Wastewater Network Augmentations o Hogan’s Pocket Landfill Development (Cell 3).

The Steering Committee and Project Team groups have been established for the Regional Sustainability Strategy, as it enters Stage 3. These groups will be assisting in developing engagement strategies;

Implementation of the Culture Development Plan was further advanced this quarter. Initiatives such as a new reward and recognition program, team development processes, marketing activities, and the management 360 degree feedback program commenced.

A review of Council’s business services teams for operational efficiencies was completed resulting in significant on-going cost savings and the redeployment of several positions to higher organisational priorities.

Management syndicates were successfully deployed to undertake strategic reviews resulting in significant efficiency dividends for the Council.

A trial of the new performance management framework for senior officers commenced.

A gap analysis for an Integrated Management System was initiated. A review of administrative support arrangements in two departments was

progressed, with one being finalised and implemented, whilst the second is scheduled to be finalised next quarter.

Projects and activities below target: A minority of measures are tracking below target at this early stage of the year and plans are in place to rectify these over the coming months.

Activity Measure Explanation

Sustainability & Collaboration

7.13.2 Assist Economic Development Queensland (EDQ) to undertake residential ‘showcase’ developments at Andergrove and Bucasia.

Completion of design for Bucasia Development and receipt of Planning approval for initial stage.

YTD success rate is 63%. Whilst currently lower than target it is expected to reach close to target. It is important to also note the value of some successful applications, with YTD grant income over $7M.


The Bucasia development project did not receive EDQ support for a JV project. Consideration being given to development options but won’t be achieved 2014/15.

Completion of Stage 1 of the residential development at Bucasia, inclusive of dwelling construction commenced.

The Bucasia development project did not receive EDQ support for a JV project. Consideration being given to development options but won’t be achieved 2014/15.

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Performance & Strategy

7.3.1 Implement leadership development and succession planning framework.

Succession Planning framework implemented with all Departments.

Due to other organisational development initiatives the finalisation of the succession planning framework has been deferred to December 2014. The succession planning framework will be partially informed by the compliance and training matrix data which will not be completed until June 2014 (Operational Plan Activity – 7.3.2).

7.3.2 Identify and implement personal and organisational training needs analysis framework.

Framework implemented within all Departments.

Data collected and uploading in to Chris21 is almost completed. All reports required to inform Program Managers of the Gap analysis are currently being finalised. The project has been delayed due to unexpected delays in obtaining accurate source data. It is currently on track to meet the revised target date of June 2014.

7.18.2 Implement an electronic on-line induction delivery and assessment process.

All induction attendees utilising electronic on-line system for applicable induction components.

Project was deferred due to other organisational development priorities. It is on-track to meet the revised due date of June 2014.

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Community and Client Services

Director Gerard Carlyon


Parks and Environment MECC & Events

Community Programs Property Services

Corporate Communications & Marketing

The department’s focus for the quarter has been: Finalising the rollout of structural reforms as a result of the organisational

realignment. Initial development of 2014-15 budgets. Completion of 2013-14 capital program. Work Place Health and Safety Values workshops have been rolled out in several sections of the

Department and all Managers have been working to inculcate the new workforce values into all aspects of our operations.

Cyclone clean up and repair following cyclone Dylan which caused significant damage to assets.

Key achievements for the quarter have been:

SES projects at Sarina, Calen and Eungella have been progressed to lock up stage.

New cleaning contractors have been appointed and are generating good feedback from work areas.

Completion of the Freehold Land Register, with project progressing to land disposal stage.

Completion of Gordon Street Administration Building refurbishment work including new reception area.

Delivered Australia Day event and awards in Pioneer Valley - inclement weather kept numbers down but those who attended provided positive feedback.

First monthly, winners announced for Pioneer Valley passport promotion Successful sports expo and sign on day event Off leash dog area marketing for Campwin Beach

Year to date attendances at Mackay Entertainment & Convention Centre are 7% up on the same period last year. Ice City II and a highly successful New Year’s Eve program are largely responsible for this increase.

MECC & Artspace have worked together to commission the CBDs new public artwork. The use of technology and engagement with the community has been paramount, and four artists have been short listed to produce maquettes which will be available for community comment.

Projects and activities below target A minority of measures are tracking below target at this early stage of the year and plans are in place to rectify these over the coming months.


Community Lifestyle

1.8.1 Develop partnerships with the indigenous community, state government and community organisations aimed at valuing cultural heritage and recognising protocols.

Development of a Mackay Regional Council Reconciliation Action Plan.

An internal Reconciliation Action Plan working group has met twice during the quarter. They have been tasked with preparing Mackay Regional Council’s first Reconciliation Action Plan. A workshop to develop the strategies will be held in May.

1.13.1 Promote and preserve local history and heritage through the libraries' heritage collection, services, projects and programs. Improve access to image collection through digital media.

Number of Projects. Due to temporary impacts as a result of the library restructure, a number of planned projects for delivery by 30 June have been put on hold and revised delivery timeframes are being developed.

Corporate Communications and Marketing

1.3.2 Deliver community focused Australia Day Celebration that celebrates our lifestyle and the Australian spirit.

Number of attendances at Australia Day celebrations.

Good promotion but significant wet weather impacted on turnout.

Level of satisfaction as gauged by survey.

Favourable response from those who attended. Debrief has suggested venue may have

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Activity Measure Explanation been a problem.

MECC and Events

1.2.2 Ensure an innovative topical range of activities at Artspace and the Mackay Entertainment and Convention Centre.

Percentage of entrepreneured events at the MECC that generate a positive return.

Very challenging market conditions prevail. The loss of Daily Mercury sponsorship for Morning Melodies unfortunately now means that due to increased advertising costs Morning Melodies no longer produces a surplus.

Property Services

2.1.1 Manage the operation and development of the Sarina Sugar Shed.

Number of visitors to Sarina Sugar Shed.

Attendance levels are improving with the seasonal change in tourism, but the annual target may not be achieved, in part due to the current economic downturn.

Development of alternative management models for the Sarina Sugar Shed.

Alternative management models developed and presented to Council – 2 October 2013, documentation for preferred option being a lease arrangement prepared and submitted to Contracts section for approval. Process completion date 30 June 2014.

7.18.1 Undertake process to develop a comprehensive Register of Council Freehold Land.

Completion of actions associated with the Freehold Land Register.

Data collection, development of register and report to Council (02/04/14) completed. Land disposal processes to commence.

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Organisational Services

Director Dan McKinlay


Governance & Assets Procurement and Plant

Information Services

Financial Services

Human Resources

The department’s focus for the quarter has been: Interim audit visit for 2013/2014 Financial Year. 2014/2015 annual Budget and Long Term Financial Forecast. Various Information Services projects. There was also significant focus around the Workplace Health & Safety

Review. New Enterprise Agreement.


Human Resources components completed for first year compliance with enforceable undertaking.

Utilisation of generic position descriptions from centralised database. Annual information session on “Doing Business with Council” held by

Procurement & Plant. Compliance with Take 5’s delivery to staff continuing to meet projected

levels. With increased focus on Capital delivery including NDRRA, all tenders

were advertised within one week of receiving completed specifications and approved to release.

All Right to Information and Information Privacy applications were completed within legislative timeframes.

Despite decreasing interest rates, returns on investments are currently above target.

Projects and activities below target

A minority of measures are tracking below target at this early stage of the year and plans are in place to rectify these over the coming months.


Human Resources

7.18.3 Development of a centralised document controlled Position Description (PD) database

Utilisation of generic position descriptions from centralised database.

Progressing but timeline impacted by organisational restructure.

Governance & Assets

7.17.1 Implementation of Enterprise Risk Management Framework.

Number of reports/minutes presented to the Audit Advisory Committee.

The ERM Committee has been dissolved and ERM now reports direct to SLPT and the Audit Advisory Committee. A Presentation to SLPT on 27 February, 2014 has resulted in a report being presented to the Audit Advisory Committee meeting on the 2 May, 2014.

7.19.1 Prepare, implement and review Operational Plans in alignment with Council’s Corporate Plan.

Operational Plan review completed within 6 weeks of quarter end.

Second quarter review did not meet the 6 week timeframe due to issues with respect to scheduling with SLPT and Council briefings.

Internal Audit

7.17.2 Undertake systematic reviews and improvement of Council’s control and management systems.

Number of Audit Committee meetings held.

As a result of the postponement of a meeting scheduled for March 2014, the next Audit Advisory Committee meeting has now been set for 2 May 2014. This may result in only 3 meetings being held this financial year. Whilst this measure is below target, under legislation the Committee is only required to meet 2 times each financial year.

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Development Services

Director Kevin Jefferies


Assistant Director Development Services

Development Assessment - Engineering

Development Assessment - Planning

Strategic Planning

Health and Regulatory Economic Development

Business Support

The department’s focus for the quarter has been: Progressing Development Assessment Innovation Project. Development

of a suite of information sheets to support application kits and exploring ePlanning software options.

Continuation of briefings to Council on the submissions received for the Draft Planning Scheme.

Focus on the Growth Allocation Model. The release of the Queensland Government's Regional Planning Interest

Act 2014. Review of four Environmental Impact Assessment processes. Ensuring a timely response to the increased level of Customer Requests

due to the wet weather eg mosquito spraying, Giant Rat's Tail Grass and overgrown properties.

Key achievements for the quarter have been: Innovation and improvement activities undertaken supporting the

broader Department by improving access to operational data. Business Support team initiated the Development Assessment Tracking Exercise.

Business Support initiated pilot review of the level of effort required to process the 'front end' stage of development applications, working internally with Development Assessment and Development Engineering

Facilitation of the Evans Avenue Business Forums to assist local business with establishing the details in preparation for the grand opening of the revitalised commercial and retail precinct.

The "Enjoy Summer in the City" campaign was launched and ran throughout Quarter, with successful Summer Fashion Parade, Chinese

New Year and On-Street Entertainment. And a strong focus on Harmony Day activities in the City Centre.

Economic Development conducted a Business Breakfast with thirty business owners in Sarina, giving an update of the latest activities within the Sarina Region and presented Council with the findings of the comprehensive Economic Development Review Report for consideration.

Strategic Planning focussing on the Reef Rescue Project "Collaboration to the Rescue", partnership program on the water quality in the Great Barrier Reef.



Economic Development

2.3.1 Develop strategies aimed at a vital and active city centre including progressing the conceptual outcomes envisaged by the City Centre Public Realm Concept.

Review of Council’s existing Design Guidelines to progress outcomes envisaged by the City Centre Public Realm Concept.

Strategic Planning for City Centre Revitalisation continues – City Centre Task Force formed (4 meetings during the period) – EOI process to appoint Marketing & Promotions Partner (MPP) to the Taskforce completed – 2 workshops with MPP completed (creative and preparations for major workshop with stakeholders). Liaison with new Project Manager – assistance with survey work provided and assistance with database creation provided.

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Engineering & Commercial Infrastructure

Director Jason Devitt


Chief Operating Officer Water & Waste Services

Emergency Management

Infrastructure Delivery Civil Projects

Water Network

Water Treatment Civil Operations

Planning & Sustainability Technical Services

Waste Services

Business Services

The department’s focus for the quarter has been:

The amalgamation of Engineering Services and Water & Waste Services and the creation of a one Department culture through alignment of direction, values and behaviours within Department

Completion and review of the 2014/2015 Capital Program Preparation of Business Cases and associated documentation for review

by the Water & Sewerage Capital Advisory Committee Addressing the contamination (currently 21%) in recycling bins through

Audit processes Compilation of Cost Pricing Manual for use by Engineering & Commercial

Infrastructure Adoption of revised Waste Management Strategy in March 2014 Reduction of overtime within the Water Network Program without a

reduction in level of service to clients Delivery of remaining NDRRA restoration works by 30 June 2014

deadline Emergency Management during severe weather events including

Tropical Cyclones Dylan and Hadi


Formation of the Queensland Regional Alliance Program (QWRAP); i.e. collaboration and knowledge and resource sharing between Mackay, Isaac and Whitsunday Regional Councils.

Continued rollout of the Automated Meter Reading System which now successfully records over 0.5M automatic reads per day with 21,000 devices installed to-date

Successful completion of the $2.5M Marian Raw Water Intake Project which involved the construction of a new Raw Water Intake, Pump Station and pipeline on the banks of the Pioneer River

Trial of new technology at the Nebo Road Water Treatment Plant which monitors raw water in the Pioneer River

Trial of a new Pump Station Inhibit Code aimed at minimising sewage flow into overloaded sewers and minimising sewage overflows to sensitive receiving environments

Presentation of findings of the recent Community Waste Survey to Council

Work continues on the QTC Full Cost Pricing Model Water & Waste Services Capital Works Programs are on track to achieve

90% target Use of the Waste Education Trailer has generated a high profile/interest

in the Waste Education Program Identification of costs savings initiatives for Emergency Management

Program (e.g. payment of 12 SES vehicle registrations by State Government)

Promotion of "Get Ready Queensland Emergency Preparedness Project" through signage installation on 2 Emergency Management vehicles

Restoration of road network and boat ramps following severe weather events

Capital road works have progressed and on track to spend 100% on planned budget, however, due to an overspend on Connor's Road Project some smaller projects will need to be removed from current Capital Works Program

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Civil Operations

5.4.1 Maintain the local road and drainage networks.

Percentage of road and drainage defects actioned within assigned response times.

Road inspections are marginally behind annual target – only the inspections scheduled for March 2014 remain due and will be completed in April.

Waste Services

6.7.5 Remediate Sarnia former landfill.

Report on final capping method received.

Capping methods are currently being reassessed in terms of construction, operating and financial risks.

Design and specifications finalised for tender release.

Information to be provided to Council in May 2014 prior to any tender release.

6.8.2 Bin Audit Program. Reduction in recycling bin contaminations.

Contamination is currently at 21%. This is number is partially due to the change of methodology in recording the outputs of the facility.

Business Services

6.2.2 Use and update the Water and Sewerage Pricing and Financial Sustainability Model.

Recommendations to Council on pricing strategy for 2014/2015.

Will be presented along with the budgeting process, once cost budgets are finalised

6.5.2 Provision of trade waste inspection programs.

Number of licensed new trade waste generators.

Continuing to track below target due to a high number of non-generators in target areas.

6.7.7 Expand the scope of the statistical management systems (Monitor-Pro).

Bulk water statistics captured in the system.

Work currently in progress.

7.4.2 Facilitate the pilot project of the WHS Incident Management

Project timelines maintained

Completion of Pilot project delayed due to issues with product. Escalated with

Activity Measure Explanation System (IMS) Supplier and stabilisation plan

being implemented. Project Board has been briefed on issues and resolution plans.

Water Network

6.3.2 Identify impact of current levels of service on operational costs.

Optimised response times implemented.

Water Network are actively looking at reducing the level of overtime by responding in a timely manner but controlling our activities to normal operating hours. This should see a reduction on operational costs and have little impact on the level of service.

Legend: On Target Below Target Completed ⇝ Target not required to be reported on this quarter Page |11

Mackay Regional Council

2013/14 Operational Plan Review | 3rd Quarter: 1 Jan - 31 March, 2014

Corporate Plan Strategy 1.1 :

Encourage the building of strong networks across the region where people can interact socially and safely through sport, recreation, cultural life and the arts.

Activity Measure YTD Actual Status Annual Target Achievement as at 31 March, 2014 Responsibility

Objective: Needs of the community are identified and addressed, encouraging a vibrant community.

1.1.1 Provide a range of support services to community groups.

Number of community groups assisted.

97 100 Groups assisted this quarter include the Chinese

community with preparations for Chinese New Year, Maori community with Waitangi Day and the Thai community in the development of the first Songkran Water Festival in Mackay. Community Development team members also facilitated the engagement of groups to participate in International Women's Day Expo. Support continues to be provided to Mackay Drop-In Centre Management Committee, Homelessness Project Team, Mackay Deaf Club and Mackay & District Italian Association Committee, Older Women's Network and Seaforth Progress & Sports Association.

Community Lifestyle

Number of subscribers to Creative e-bulletins and Art is in Calendars

1,406 2,000 There has been an increase in the number of subscribers to the Creative e-bulletin product this quarter.

Number of agencies represented at interagency meetings.

109 50 Interest in and attendance at Interagency meetings continues to be high. The addition of meetings in Sarina with the opening of the Sarina Neighbourhood Centre has resulted in higher monthly attendance rates.

Number of people receiving LAMP news bulletins.

600 200 Demand for the Migrant Voice newsletters has increased with 600 hardcopies now being produced. Extra copies will ensure that we have supply available at each citizenship ceremony. The March edition was also electronically mailed to members of culturally diverse communities and uploaded to the

CORPORATE OBJECTIVE 1: Community and Lifestyle To build safe, strong and self-reliant communities with access to diverse range of community services and facilities aimed at providing opportunities for participation in community life.

Legend: On Target Below Target Completed ⇝ Target not required to be reported on this quarter Page | 12



Corporate Plan Strategy 1.1 :

Encourage the building of strong networks across the region where people can interact socially and safely through sport, recreation, cultural life and the arts.


Council website.

Number of meetings facilitated at localities across the regions to identify ways to increase capacity.

26 20 Meetings this quarter have included Sarina Community Development Committee, Ooralea Community Network, Northern Beach Community Network, Unfunded Community Support Groups network.

Objective: Assists in increasing the capacity of the arts community.

1.1.2 Coordinate and administer the Regional Arts Development Fund in accordance with council and state government guidelines.

Number of applications received. 27 40 Interest in the Regional Arts Development Fund

continues to be high which is reflected in the number of applications received each quarter.

Community Lifestyle

Number of community information sessions held.

16 2 No further sessions held this quarter.

Objective: Provides financial support to not-for-profit community, sporting and cultural groups to implement a range of services and opportunities for residents.

1.1.3 Coordinate and administer Council’s Community Grants Program.

Number of applications received. 71 80 Of the 71 applications received only 38% received

funding due to budget limitations. Community Lifestyle

Number of community information sessions held.

2 2 Information sessions attended by a range of community

and sporting organisations.




Corporate Plan Strategy 1.2:

Provide for a range of leisure and recreation activities for the relaxation and enjoyment of the community.


Objective: Provides specific objectives for leisure activities provided by council.

1.2.1 Implement Open Space, Sports and Recreation (OSSR) Strategy and Aquatic Strategy.

Number of recommendations for the OSSR Strategy 2010-2016 implemented/progressed in accordance with Strategy's Implementation Plan.

5 5

The 2014 Sports Expo & Sign-On Day was another highly successful event, with an estimated 7,500 members of the public attending. 105 clubs from 59 different sporting and recreational activities participated this year. The Expo is a convenient way for sporting and recreational groups to promote their activity. Mackay benefits from the event through an increased level of participation in physical activity and recreation.

The official opening of Mackay Gymnastics’ new facility at Snow Wright Court was held on 15 March, with Recreation & Sports Minister Steve Dickson being present for the occasion. Since moving into the new facility the group has surrendered their sub-lease with Judo, in Swayne Street, and are still in the process of surrendering their other lease in North Mackay (was being used for office space) for potential use by other community groups.

The ‘Active in the City’ program is in its fourth year. Free activities scheduled for the public this financial year include Zumba, group fitness sessions and dog walking groups.

The second South Mackay Working Group meeting was held at Harrup Park in February with another good attendance. The group agreed on forming a smaller working committee (sub-committee). One sub-committee meeting has occurred since then, with the group developing a draft ‘terms of reference’ to share with the wider group at the next meeting in April.

Community Lifestyle

Successful implementation of private management at the Memorial and Pioneer Swimming Pools.

Sept-13 Sept-13 Pool lessee appointed and commenced operation of the Memorial and Pioneer Swimming Pools.

Property Services





Provide for a range of leisure and recreation activities for the relaxation and enjoyment of the community.


Objective: Provides the community with choice and opportunities to enjoy diverse arts and cultural experiences.

1.2.2 Ensure an innovative topical range of activities at Artspace and the Mackay Entertainment and Convention Centre.

Maintain number of participants attending activities at Artspace.

4,710 4,000 There continues to be good levels of participation in

Artspace activities Community Lifestyles

Rollout of Artspace Revitalisation events and activities such as movie days and art markets.

45 10 8 x Sunday Cinema films were shown (Hitchcock

Classics series, & Australian Comedy Classics series from Feb this year) 37 x Sunday openings (closed for Xmas break on Sun. 29 Dec, & again on Australia Day Sun. 26 Jan)

Completion of the Artspace Strategic Plan.

To be reported in 4th quarter

⇝ Jun-14 This has been put on hold (waiting for Council’s new

Corporate Plan)

Number of visitors at Artspace & Old Town Hall.

17,159 25,000 There continues to be good visitation of Artspace and

Town Hall

Maintain number of performances at MECC.

220 200 Total Performances to date 222 (including events for

Eisteddfod Oct 2013) MECC & Events

Number of visitors at MECC. 147,974 175,000 Overall attendance is around 7% up on same period

2012-13 > largely due to Ice City II.

Customer satisfaction with the diversity and range of events at MECC.

90% 80% Monthly Survey Monkey data from both patrons and

Hirers shows consistently greater than 80% satisfaction with the MECC.

Percentage of entrepreneured events at the MECC that generate a positive return.

48%

50% Very challenging market conditions prevail. The loss of Daily Mercury sponsorship for Morning Melodies unfortunately now means that due to increased advertising costs Morning Melodies no longer produces a surplus.





Build and strengthen our identity and civic pride through the provision of a variety of festivals and events that celebrate the community and its cultural diversity.


Objective: Strengthens community spirit and civic pride and engenders an understanding of different cultural experiences.

1.3.1 Provide a diverse range of festivals and events that encourage both active and passive community participation.

Maintain number of attendances at Festival of Arts.

33,500 32,000 Target bettered and good feedback received MECC & Events

Number of attendances at Easter Laneway Carnival.

⇝ 3,000 To be reported on in final quarter

Deliver new event, Bluewater Eco Fest with a high degree of community and stakeholder satisfaction.

90% 75% Inaugural Bluewater Eco Fest occurred Sunday 5 October and received 90% satisfaction from attendees

Objective: Strengthens our nationalistic pride.

1.3.2 Deliver community focused Australia Day Celebration that celebrates our lifestyle and the Australian spirit.

Number of attendances at Australia Day celebrations.

550

1,500 Good promotion but significant wet weather impacted on turnout.


Level of satisfaction as gauged by survey.

70%

80% Favourable response from those who attended. Debrief has suggested venue may have been a problem.


Support the community through proactive initiatives that promote community health, wellbeing and safety and minimise risks.


Objective: Ensures residents continue to live in a safe and healthy community.

1.6.1 Partner state government, non- government and community agencies to promote community safety.

Number of active community safety initiatives operating across the region.

3 3 Team members from Community Development

participate in the development of initiatives through Barlink, Rural Safety working group and Healthy Ageing Reference Group. The network support groups also meet bi-monthly to support the work of the sub-committees and identify emerging trends in relation to community safety.

Community Lifestyle





Provide libraries, galleries and museums as learning information and community hubs.


Objective: Facilitates access to information that supports the community’s diverse learning, recreational and cultural needs.

1.7.1 Provide a contemporary library service.

Percentage of community who are library members.

35% 35% Library membership continues to increase steadily.

February saw the highest number of new members in over five years.

Community Lifestyle

Number of in-person visits. 254,574 380,000 In-person visits remain steady. The Mobile Library in-person visits are down as the Mobile was off-road during January due to planned refurbishments, and again 7-31 March due to generator failure and replacement.

Number of website visits. 242,675 320,000 Website visits remain on track. Accurate statistics were impacted during January with the roll out of the new council website and the relinking of the analytics software to match the new website page structure.

Number of attendees at activities and programs.

8,786 14,000 Numbers reduce over this quarter as a number of programs are not provided from December to January due to lack or attendance or other programs offered. This includes DiscoverIT classes and Storytime as School Holiday activities occur.

Number of loans. 522,397 700,000 Loans continue to remain steady and are boosted by the increased use of online services including ebooks, eaudio books and emagazines. Additional services are being sourced to meet the growing demand.

Rollout of RFID self-service technology at regional libraries.


⇝ Jun-14

Mirani Library installation postponed until 2014/15 budget due to refurbishment requirements. RFID equipment compatibility testing will be undertaken in May/June for Mobile Library, and Walkerston Library to determine implementation plan.

Implementation of the findings of the library review including structural changes to the library service.


⇝ Jun-14

To be reported in the fourth quarter.





Acknowledge and support local indigenous cultural heritage, practices and protocols.


Objective: Build the capacity of the indigenous community across the region to identify and address emerging issues and support potential leadership opportunities.

1.8.1 Develop partnerships with the indigenous community, state government and community organisations aimed at valuing cultural heritage and recognising protocols.

Development of a Mackay Regional Council Reconciliation Action Plan.

Due for completion

by June 2014

Mar-14 An internal Reconciliation Action Plan working group

has met twice during the quarter. They have been tasked with preparing Mackay Regional Council’s first Reconciliation Action Plan. A workshop to develop the strategies will be held in May.

Community Lifestyle

Facilitate an annual forum as a vehicle to identify and progress issues relevant to the local indigenous community.

1 1 Whilst work around Indigenous Homelessness continues, Indigenous Elders have been invited to participate in the development of the Reconciliation Action Plan to identify further issues of concern.

Facilitate the development of an Indigenous Professional Women’s Leadership Group.


⇝ Jun-14 To be reported in the fourth quarter.





Develop youth partnerships and strategies aimed at enhancing the quality of life of young people.


Objective: Enhances the quality of life of young people by building a sense of belonging.

1.9.1 Enhances the quality of life of young people by building a sense of belonging.

Number of participants in Duke of Edinburgh program.

6 8 This program has transitioned and is now the

responsibility of the Sarina State High School. Community Lifestyle

Number of young people accessing the Youth Centre and/or Youth Worker (Sarina).

320 500

Young people continue to access the Youth Centre in Sarina for information, referral, support and programs.

Number of hours providing direct support/services to young people.

844 500 Direct service support is provided to young people by staff engaged in programs in Mirani and Sarina and Headspace Mackay.

Number of youth programs provided.

11 12 Programs include a structured afterschool program and Drumbeats - an anger management program utilizing music therapy.

Percentage of young people reporting a high level of satisfaction with programs implemented.


⇝ 98% To be reported in the fourth quarter.

Objective: Enhances the skills of young people across the region.

1.9.2 Facilitate the ongoing functioning of the Youth Council and the Making a Difference (MAD) Committee.

Number of young people involved in the Pioneer Valley Youth Council.

48 35 The number of young people engaged with the Pioneer

Valley Youth Council remains constant, with those involved working toward performances at Stand for the Silent – anti-bullying activity – and an annual theatre production to be held in July and August.

Community Lifestyle

Number of events coordinated by Pioneer Valley Youth Council, MAD Committee, Mackay Youth Connections and Sarina Youth Centre.

8 8 This quarter included the Stand For The Silent - anti

bullying event held at Caneland Central, which was very well-attended.

Number of young people participating in organised events.

785 1,000 Events include Australia Day and Stand for the Silent.





Develop youth partnerships and strategies aimed at enhancing the quality of life of young people.


Number of young people actively participating in MAD activities and committee work.

34 15 Young people from Sarina, Pioneer Valley and Mackay

came together around planning and delivery of Stand for the Silent event.



Objective: Facilitates the provision of a variety of dwelling types and densities at appropriate areas throughout the region.

1.10.1 Develop new policies to provide for a variety of dwelling types and densities.

Median size of new residential lots.

602sqm 725sqm YTD Actual indicates the median size of new residential

lots created in the 12 months to September 2013 (as reported by Queensland Treasury and Trade). 1,609 new lots were registered in the 12 months to September 2013.

Strategic Planning





Provide support to volunteers by linking them with community groups and events.


Objective: Assists the community in preserving and remembering the important history of the region with a particular emphasis on local museum collections.

1.11.1 Assist volunteer organisations in preserving the history of the Mackay region.

Level of satisfaction of support received by volunteer Museum Committees, as gauged by annual survey.


⇝ 90% To be reported in the fourth quarter. Community

Lifestyle

Number of meetings of Museums and Historical Society attended by Museum Coordinator.

11 15 Numerous other visits to each museum to assist with displays, IT, maintenance etc.

Objective: Builds a sense of community and encourages community participation.

1.11.2 Actively encourage a volunteer network and use of volunteers at Council owned facilities.

Number of active volunteers at Sarina Sugar Shed.

22 20 Two new volunteers have joined the Sarina Sugar Shed

with active volunteers involved in tour guiding, bottling, sauce preparation, ice-cream making, cane supply and retail sales.

Property Services

Number of active volunteers at libraries.

67 60 A number of new volunteers have been inducted. A re-

registration process is now complete to ensure all volunteers are current.

Community Lifestyle

Number of active volunteers at Greenmount Homestead.

17 10 The new Friends of Greenmount committee is actively

creating new displays for the ANZAC commemorations and the Annual Fair.

Number of active volunteers at Artspace.

41 35 There are 41 active volunteers at Artspace.

Number of active volunteers at MECC.

360 150 150 working friends and 210 supporting friends. MECC & Events

Number of registered volunteers through the Mackay Regional Botanic Gardens.

129 66 We have 75 individual Gardens Friends members,

Botanical Art Interest Group with 14 members and Creative Shots Photo Club with 40 – total 129.

Parks & Environment

Number of volunteer coastal community activities held.

32

12 The Coastcare volunteers enjoyed a hard earned break over the summer period, with activities starting again mid March. The Autumn calendar was released and lists a variety of activities. Working bees were held at Ball Bay





Provide support to volunteers by linking them with community groups and events.


and Bucasia in March. Over 150 trees were planted at Bucasia, and several bags of the mother of millions weed were removed from Ball Bay.


Develop strategies aimed at enhancing the life of seniors within the region.


Objective: Provides a coordinated approach to meet the needs of the ageing community.

1.12.1 Develop an action plan following the adoption of the Active Ageing Policy.

Completion of action plan. To be reported

4th quarter

Jun-14 Work on the completion of the plan continues. Community Lifestyle


Develop strategies to preserve and promote local history and heritage.


Objective: Preserves and promotes local history and heritage.

1.13.1 Promote and preserve local history and heritage through the libraries' heritage collection, services, projects and programs.

Number of visitors to heritage collection.

493 650 Use of the Heritage Collection is on track with

consistent use by visitors and library clients. Community Lifestyle





Develop strategies to preserve and promote local history and heritage.


Improve access to image collection through digital media.

Number of research enquiries. 110 200 Research enquiries slowed over the Dec/Jan period, however have begun to increase.

Number of Projects. 2 10 Due to impacts on staff as a result of the library restructure, a number of planned projects for delivery by 30 June have been put on hold and realistic timeframes will need to be revised.

Number of digitized photographs in image collection.

824 500 Heritage Collection staff continue to add new digitized content to the library image collection increasing availability for clients.

Objective: Increases “ownership” of the facility and collection.

1.13.2 Promote Greenmount Homestead as an important heritage facility and collection.

Number of visitors to Greenmount Homestead.

1,226 1,000 Greenmount Homestead continues good levels of

visitation. Community Lifestyle

Number of people attending Greenmount Heritage Fair.


⇝ 6,000 The Annual Greenmount Heritage Fair will be held in

May 2014.

Objective: Preserves and promotes local history and heritage.

1.13.3 Promote and preserve local history and heritage through development and planning policies.

Incorporate heritage planning in new planning scheme.

Heritage Awards

held. Dec-14 The 2014 Heritage Awards will be held as part of the

Annual Greenmount Heritage Fair in May 2014. Strategic Planning





Promote the importance of responsible pet ownership strategies to the community.


Objective: Provide targeted information sharing days in the public on ways of better caring for and keeping pets in the community (i.e. RSPCA EMU semi trailer).

1.14.1 Encourage responsible pet ownership and promote community safety.

Increase in public awareness through targeted Local Laws team inspections of areas that are popular with dog owners.

3 6

sessions The Local Laws team have been inspecting areas that are popular with dog owners, including The Gooseponds, Blacks Beach and The Botanic Gardens. Rewards (squeaky dog toys) were issued to responsible dog owners and warnings issued to those failing to comply with the law.

Health & Regulatory


In line with state and local laws, regulate and provide relevant community health services.


Objective: Conduct regular inspections/customer request investigations through well trained staff & targeted public education programs.

1.15.1 Enhance Community health & safety through proactive compliance & education services.

Conduct education sessions on topics including food safety, pest management, dengue fever and responsible pet ownership.

20 20

sessions Education sessions regarding food safety, dengue fever, mosquito breeding prevention and responsible pet ownership have been conducted with school groups, food providers and various community groups. 737 people have attended these sessions.

Health & Regulatory

Organise a RSPCA Open Day to promote responsible pet ownership, including benefits of registering a dog or cat.

1 1 A Family Pet Day was held on the 27 July 2013 on the lawn in front of Council's administration Centre, Gordon Street. The day was successful with over 60 animals registered and micro-chipped. Local animal care businesses supported the event this year, which supported Council’s and the RSPCA’s work. Changes to marketing the event were trialled this year and further changes will be made next year to increase public awareness of the event.

Conduct and complete Material Change of Use Audits.

99 100 Material Change of Use Audits were allocated to Officers and these were completed in a timely manner. Development Compliance Officers have focused their





In line with state and local laws, regulate and provide relevant community health services.


attention on completing audits over the previous months.


Work with stakeholders to identify, respond and address current and emerging issues in relation to the increasing cultural and linguistic diversity in the local area.


Objective: Builds the capacity of council and the community to address emerging issues in culturally and linguistically diverse communities across the region.

1.17.1 Develop partnerships with businesses, industry and non-government agencies to address the needs of the multi-cultural community.

Number of Local Area Multi-Cultural Partnership Advisory Meetings co-ordinated.

3 4 The third of four quarterly meetings of the Advisory

committee has been held. Six agencies were represented.

Community Lifestyle

Number of visa information sessions facilitated.

1 2 One Visa information session was held this quarter, facilitated by the Department of Immigration and Border Protection Outreach Officers. 26 people attend this session to hear about changes to visa’s.

Settlement information and resources reviewed and further developed.

To be reported

4th quarter

Jun-14 Support is being provided to the Welcome to Mackay Sponsors Group to facilitate an update and rebranding of the Welcome to Mackay website. This work will ensure settlement information and resources are accessible by new residents.





Promote economic development through a range of commercial activities such as the convention centre and other income generated facilities.


Objective: Provides an income generated tourist facility.

2.1.1 Manage the operation and development of the Sarina Sugar Shed.

Number of visitors to Sarina Sugar Shed.

4,085

8,000 Attendance levels are improving with the seasonal change in tourism, but the annual target may not be achieved, in part due to the current economic downturn.

Property Services

Development of alternative management models for the Sarina Sugar Shed.

To be reported in 4th quarter.

Dec-13 Alternative management models developed and presented to Council – 2 October 2013, documentation for preferred option being a lease arrangement prepared and submitted to Contracts section for approval. Process completion date 30 June 2014.

Objective: Encourages diversity in the economy, business development and local employment opportunities.

2.1.2 Provide a quality convention facility which attracts conferences, conventions and expositions to the region.

Number of conferences, conventions and expositions held at MECC.

34 20 Five expositions and / or conferences were held this

quarter, although four were local repeat events such as Bridal Fair and two Travel Expos.

MECC & Events

CORPORATE OBJECTIVE 2: Economic Development To promote a strong, competitive and diverse economy throughout the region by supporting and investing in sustainable business development and local employment opportunities.





Encourage new opportunities and projects across the region that diversify the local economy and facilitate growth and investment.


Objective: Identifies opportunities for commercial activity and diversification within the region.

2.2.1 Publication of relevant business information to inform decision makers, investors and others.

Publication of regular statistical data.

3 4 Economic Profiles

- Mackay Regional LGA Economic Profile - Andergrove - Beaconsfield SA2 Economic Profile - East Mackay SA2 Economic Profile

- Eimeo - Rural View SA2 Economic Profile - Eungella Hinterland SA2 Economic Profile - Mackay City SA2 Economic Profile - Mackay Harbour SA2 Economic Profile - Mount Pleasant - Glenella SA2 Economic Profile - North Mackay SA2 Economic Profile - Ooralea - Bakers Creek Economic Profile - Pioneer Valley SA2 Economic Profile - Sarina SA2 Economic Profile - Seaforth - Calen SA2 Economic Profile - Shoal Point - Bucasia SA2 Economic Profile -Slade Point SA2 Economic Profile - South Mackay SA2 Economic Profile - Walkerston - Eton SA2 Economic Profile - West Mackay SA2 Economic Profile

Snapshot

- Mackay Statistical Snapshot - ABS Statistics


Objective: Identifies strategies targeting a diverse, sustainable regional economy.

2.2.2 In partnership with regional stakeholders, facilitate the development of a Regional Economic Development Strategy and Digital Economic Strategy.

Preparation of strategies for the development of the regional economy and development of the digital economy.

To be reported

in 4th quarter

⇝ Jun-14 Comprehensive Economic Development Review

finalised. Feedback provided to Mayor and CEO’s Office on Regional Economic Development Strategy Process. The Economic Development Program compiled further local data to feed into the Digital Economy Strategy data gathering phase. Liaison with relevant stakeholders is continuing with participation on the Working Group.






Support local business to expand and meet the growing needs of the region and, where appropriate, special levies to achieve this outcome.


Objective: Supports the expansion of business activity in the city centre.

2.3.1 Develop strategies aimed at a vital and active city centre including progressing the conceptual outcomes envisaged by the City Centre Public Realm Concept.

Review of Council’s existing Design Guidelines to progress outcomes envisaged by the City Centre Public Realm Concept.

To be reported

4th quarter

Dec-13 Strategic Planning for City Centre Revitalisation continues – City Centre Task Force formed (4 meetings during the period) – EOI process to appoint Marketing & Promotions Partner (MPP) to the Taskforce completed – 2 workshops with MPP completed (creative and preparations for major workshop with stakeholders). Liaison with new Project Manager – assistance with survey work provided and assistance with database creation provided.


Objective: Strengthens and supports local business activity, range and diversity.

2.3.2 Develop partnership opportunities to promote local businesses and support the ‘local cycle’.

Numbers of businesses and organisations participating on Mackay City Centre partner programs/Focus on Sarina and other partner programs.

2,776 1,000 Membership of council’s free business networks

Totals 1462 City Centre Business Network –794 Sarina Focus Business Network – 292 Regional Focus Business Network – 249 (NEW) Evans Avenue - 127


Number of visits to Mackay City Centre Website.

216,317 100,000

Visits Between 1 January – 31 March – 47,939 Unique Visitors Between 1 January – 31 March – 38,116

Number of customers registered for customer database.

2,833 2,500 City Deals Club Subscribers between 1 January – 31

March was 6. The total subscribers to City Deals Club is 1395.

Objective: Ensure local suppliers are appropriately informed of how to supply goods and services through compliance with relevant legislation and Council policies.

2.3.3 Host a "Doing Business with Council" session for suppliers and contractors.

Annual information session held. 31.07.13

Sessions held

annually The public session was held on the 31st July at the MECC with over 120 attendees.

Procurement & Plant





In partnership with the community and external agencies, promote and support the preservation and enhancement of the natural environment.


Objective: Establishes a basis on which to implement foreshore protection and enhancement projects.

3.1.1 Develop additional Beach Management Plans in consultation with local communities.

Finalisation of Beach Management Plans.

2 Jun-14 No additional beach plans were adopted during this

period. Previously adopted plans include Town and Far Beach, and Blacks Beach Spit.

Parks & Environment


Encourage environmental awareness by promoting activities and practices that support preservation of the region's natural environment.


Objective: Protects the health of aquatic ecosystems through effective stormwater management.

3.2.1 Review and Implement Stormwater Quality Management Plan.

Development and implementation of Erosion and Sediment Control Program.


⇝ Jun-14 Training sessions was held on the design and

maintenance of stormwater quality management systems.

Ongoing monitoring and compliance action of development sites is being undertaken.

Strategic Planning

CORPORATE OBJECTIVE 3: Environmental Sustainability To enhance and protect the environment assets and the region, ensuring a protected/preserved natural environment for future generations.





Continue to support sustainable management of areas of environmental significance to maintain biodiversity, including the use of special levies to achieve these outcomes.


Objective: Ensures protection of natural environments.

3.3.1 Implement actions identified within MRC Natural Environment Plan.

Percentage of ranges priority actions implemented.

To be reported

in 4th quarter

⇝ 90% There is one priority action for the ranges which involves

developing management plans for each MRC managed priority natural environment land area in the ranges landscape. These areas have been identified and options for developing management plans are being considered.

Parks & Environment

Percentage of coastal priority actions implemented.

To be reported

in 4th quarter

⇝ 90% Council has approved Reef Catchments to deliver 11 of

the coastal priority projects and contracts have now been finalised to facilitate this. Weed control work has been completed at Bucasia Beach and is currently being undertaken at Blacks Beach Spit. The Keeleys Rd Wetland site is currently being monitored for regrowth of aquatic weeds.

Percentage of waterways priority actions implemented.

To be reported

in 4th quarter

⇝ 90% Planning is underway for the Lagoons Creek project and

the 27 newly installed trashracks in the Ooralea area are being emptied and sorted on a monthly basis by Ecobarge Clean Seas.

Percentage of plains priority actions implemented.

To be reported

in 4th quarter

⇝ 90% The regrowth of the aquatic weed Water Hyacinth is

being monitored and a consultant has been engaged to develop a management plan for Demoleyns Lagoon.





Encourage improved efficiency and use of energy through greenhouse gas reduction and renewable clean energy sources.


Objective: Reducing landfill gas emissions will make a significant reduction in the corporate greenhouse gas emissions, as landfill gas represents the majority of Council’s emissions.

3.4.1 Landfill gas flaring at Hogan’s Pocket regional landfill and participation in the Carbon Farming Initiative.

Acceptance by the Australian Government of Council’s participation in the Carbon Farming Initiative, for legacy landfill gas flaring.

Aug-13 ⇝ Aug-13 Held in abeyance as the carbon liability sits with the site

contractor. Will be finalised by June 2014. Waste Services

Report to Council on the % reduction of landfill gas emissions through flaring, for a 12 month period.

Being reported on a monthly

basis.

Apr-14 Percentage of carbon reduction is being reported to Council on a monthly basis through the Waste Services Monthly Performance Review.


Take a proactive leadership role in relation to future sustainability and potential climate change issues.


Objective: Ensures Council takes a leadership role in promoting and implementing future sustainability practices.

3.6.1 Implement sustainability practices, facilitated by the Sustainable Futures Committee.

Number of new sustainability initiatives and practices implemented within the organisation as endorsed by the Sustainable Futures Committee.

4 6 Initiated projects that have been endorsed include:

Electricity Usage Data Management/Collection will now be collected and maintained internally to save costs and improve quality of information gathered for analysis.

Sustainability Event at Mackay Show (formerly Eco-fest)

“Butt Free City” Plan to be rolled out as part of the CBD Revitalization project

Sustainability website is now internal, located on Councils main webpage.

Executive Officer Sustainability & Collaboration





Improve strategies and communication with relevant stakeholders and all levels of government in the strategic planning of future land use.


Objective: Improves strategies and communication with relevant stakeholders and all levels of government.

4.1.1 Actively consult relevant stakeholders in strategic planning policy development.

Number of consultation events. 30 30 Various meetings being held following the formal

consultation period of the draft planning scheme. Strategic Planning

Corporate Plan Strategy 4.1 & 4.2 :

4.1 Improve strategies and communication with relevant stakeholders and all levels of government in the strategic planning of future land us; and

4.2 Develop and implement effective infrastructure planning consistent with Council's Priority Infrastructure Plan.


Objective: Ensures the alignment of human and infrastructure and financial resources across existing and future commitments to ensure organisational sustainability.

4.2.2 Ensure the delivery of the Regional Sustainability Strategy.

Quarter progress reports to Council.

3 4

progress reports

Council briefed on the progress during the March 2013 quarter.

Office of the CEO

Update of Long Term Financial Forecast (LTFF)

To be reported in 4th Quarter

⇝ Update LTFF

Various discussions on LTFF particularly in relation to NDRRA impacts.

Amendments to Planning Scheme To be reported in 4th Quarter

⇝ Jun-15 Work continues in this area, however KPI not due until 2015.

CORPORATE OBJECTIVE 4: Strategic Planning To take an active approach to integrated regional planning to reflect the aspirations and lifestyle of our community.





Develop and implement effective infrastructure planning consistent with Council's Priority Infrastructure Plan.


Objective: Ensures effective development and implementation of infrastructure planning

4.2.1 Coordinate the development of strategic trunk infrastructure plans.

Implement Infrastructure Agreements governance process.


⇝ Jun-14 Infrastructure Agreements register developed and

various Infrastructure Agreement business cases being developed. Priority infrastructure plans will be reviewed against the new Infrastructure Charges Framework, which is expected to be finalised by the Queensland Government in May 2014.

Strategic Planning


Engage with local communities to manage growth and change through local area planning initiatives.


Objective: Ensures effective integration of land use and infrastructure planning.

4.5.1 Develop a Strategic Plan for the region and Local Area Plans as part of new planning scheme.

Local plans developed. To be reported in 4th quarter

Complete Local Plans

A Draft strategic framework and various local planning initiatives are included in the draft planning scheme, which is currently being reviewed.

Strategic Planning





Ensure the effective integration of land use and infrastructure planning.


Objective: Develops an integrated approach to land use and infrastructure planning for key areas.

4.7.1 Develop infrastructure strategies linked to land use strategies for designated growth areas.

Number of infrastructure strategies completed.


⇝ 1

development area

Report provided in 4th Quarter. Strategic Planning

Objective: Ensures user pays charging regime to recover costs of trunk infrastructure defined in planning scheme.

4.7.2 Active involvement in developing a state wide infrastructure charges regime.

Involvement and implementation of a new State wide infrastructure charges regime.


⇝ Jun-14 A new Infrastructure Charges Framework is expected to

be finalized by the Queensland government in May 2014.

Strategic Planning





Develop a comprehensive, sustainably funded 10-year capital works program for roads, drainage and parks.


Objective: Provides a comprehensive planning instrument for future works program.

5.1.1 Develop a long term roads and drainage capital works program.

Adoption of capital works program.

11.12.13 Dec-13 Council adopted indicative CWP at 11/12/13 Ordinary

Meeting Technical Services

Objective: Supports the timely delivery of well planned capital works projects.

5.1.2 Deliver the roads and drainage capital works program in accordance with developed project plans.

Percentage of capital works program delivered.

80% 90% Delivery of 90% on target. Additional NDRRA works

also delivered by Civil Projects. Civil Projects

CORPORATE OBJECTIVE 5: Infrastructure Services To effectively plan, deliver and maintain physical services and infrastructure networks for our community's current and future needs.





Develop a comprehensive asset management strategy to support the maintenance, replacement and enhancement of council assets.


Objective: Supports and enhances long term planning and decision making processes.

5.2.1 Develop and implement an Asset Management Plan which meets legislative requirements.

Completion of Strategic Asset Management Plan.


⇝ Jun-14 Buildings & Parks - Updated with new

data/valuations/condition ratings and hierarchies. Roads - Asset Management Plan being reviewed

and updated. Water & Sewer - Draft plan populated with best

information available at current stage and being reviewed against existing plans for quality assurance. Work continuing on data cleansing and gap analysis for further improvement of plan.

Governance & Assets

Implementation of Maintenance Management System.


⇝ Jun-14 Scoping study for long term ultimate maintenance management solutions provided by Tech1 and peer review being undertaken by John Gorman to ensure study aligns with Council's business requirements for maintenance management.

ADAC project consultant, John Gorman, engaged to ensure alignment with ADAC project and asset management systems and over-arching corporate governance arrangements going forward.

Objective: Ensures plant assets are managed to minimise cost impacts.

5.2.2 Provide an effective fleet management service.

Percentage of fleet replaced in accordance with Asset Management Plan.

72.5% 100% Fleet has been ordered and replaced in accordance with

the 13/14 replacement program. Long lead items have been ordered and programmed to be delivered in May 14.

Procurement & Plant





Support the use of alternative transport modes, including the provision of a more integrated network of bikeways and pathways.


Objective: Provision of safe bikeway and pathway networks for pedestrian movements and recreational purposes.

5.3.1 Maintain the bikeway and pathway networks.

Percentage of defect inspections completed in accordance with inspection schedule.

98% 95% Footpath inspections are up-to-date in line with

inspection schedule. Civil Operations

Percentage of defects on bikeways and pathways on the road network actioned within assigned response times.

88% 85% Identified defects are being repaired on pathways as a priority.


Manage the region's road network to enable the movement of people and goods in a safe and efficient manner.


Objective: Provision of a safe and trafficable road network for the movement of people and goods.

5.4.1 Maintain the local road and drainage networks.

Percentage of defect inspections completed in accordance with inspection schedule.

93%

95% Road inspections are marginally behind annual target – only the inspections scheduled for March 2014 remain due and will be completed in April.

Civil Operations

Percentage of road and drainage defects actioned within assigned response times.

90% 85% Client reported defects are mostly being actioned within assigned response times.

Level of customer satisfaction with response to road and drainage maintenance requests.

3.5 Star Rating

3.5 star rating

The actual result is the most current Client Survey result for November – December 2013. A 4.25 star rating was achieved in the previous survey.

Objective: Supports the provision of a safe and effective “whole of region” road network.

5.4.2 Maintain nominated main roads in accordance with Department of Transport and Main Roads (TMR).

Percentage of expenditure of funds allocated through TMR Contract.


⇝ 100%

(by Jun-14) This activity is to be reported in the 4th quarter. Currently, actual works are generally trending in line with forecast program.

Civil Operations





Manage the region's road network to enable the movement of people and goods in a safe and efficient manner.


Objective: Restores the functionality and safety of the road network.

5.4.3 Restore roads and drainage assets damaged during declared natural disasters.

Delivery of 2010, 2011 and 2012 events’ restoration works in line with value for money criteria and deadlines in accord with NDRRA guidelines.


⇝ Jun-14 This activity will be reported in 4th quarter however, in

line with recent advices there is a moderate risk that some restoration works will not be completed by 30 June deadline.

Civil Operations

Objective: Improves the trafficability of the unsealed and sealed road network.

5.4.4 Produce quarry materials to meet road maintenance and natural disaster restoration requirements.

Scheduling and production of unsealed road gravel to meet maintenance and natural disaster restoration needs.

100% 95% of

needs met

All demands for quarry materials, in particular, unsealed road gravels are being met.

Civil Operations


Ensure a preparedness to respond to natural disasters and other emergencies and engage in planning activities aimed at minimising the impact of such disasters on the community.


Objective: Improves the Council’s preparedness to reinstate services and information in the event of a natural disaster and other emergencies.

5.5.1 Deliver Infrastructure Projects outlined in Stage 1 Project Roadmap from ICT DRR Report.

Completion of projects. to be reported in 4th quarter

⇝ Jun-14 Tender is in final stages of evaluation. A report being

prepared to go to SLPT and Council. Information Services

Objective: Improves Council’s preparedness for natural disasters and other emergencies.

5.5.2 Continue to build Council's capacity to prepare for and respond to natural disasters and other emergencies.

Completion of program of works in accordance with approved schedule including:

a) SES facility upgrades; b) installation of back-up

generators; and

To be reported in the 4th quarter

⇝ 90% of

approved works

completed

To be reported in the fourth quarter. Director Engineering & Commercial Infrastructure





Ensure a preparedness to respond to natural disasters and other emergencies and engage in planning activities aimed at minimising the impact of such disasters on the community.


construction of public access sand stockpiles.

Implementation of accepted recommendations stemming from the review of emergency management arrangements.

To be reported in the 4th quarter



Provide, maintain and enhance parks, foreshores and open-space facilities.


Objective: Proactively maintains open space areas to enhance the appearance and usability.

5.7.1 Improve the quality of the region’s parks, reserves, foreshores and open spaces.

To increase mowing hours by 5% on the 2012/13 established baseline.

To be reported in 4th quarter ⇝

Baseline 8165hr+5

%

For the months of January to March 2014, mowing hours were 3926.5 hours compared to 3292 hours for October- December 2013.

Parks & Environment

Level of customer satisfaction with response to Parks maintenance requests.

Results not available ⇝ 3.5 Star

Rating 80 surveys were sent out and only 2 were returned. Unable to report. Next report will be early May.

Objective: Conduct compliance inspections on playgrounds and asset audits.

5.7.2 Ensure playgrounds are safe and comply with Australian Standards and parks assets are in good condition.

Percentage of required playground inspections completed.

100% 100% All required playground inspections have been completed and repairs are ongoing.

Parks and Environment Percentage of required park asset

inspections completed. 100% 100% Park asset condition inspections are current to date as

per 12 month condition audit schedule.





Ensure that all council buildings are provided and maintained to the highest possible standard and are meeting all legislative requirements.


Objective: Proactively maintains facilities to enhance the life of Council's assets.

5.8.1 Undertake maintenance of council buildings and facilities.

Percentage of logged requests addressed within set timeframes.

95% 95% The maintenance team is effectively dealing with client

requests within set timeframes. Property Services





Develop and maintain high quality water and waste programs on a commercial basis that meet social and environmental objectives.


Objective: Facilitates optimum use of water assets by minimising consumption and reducing loses.

6.1.1 Implement Integrated Demand Management Program.

Number of DMA's implemented. To be reported

in 4th quarter

⇝ 5 Construction contract awarded with physical installation

works scheduled for early May. Infrastructure Delivery

Roll out of devices as part of the Automatic Meter Reading Project in Mackay Urban Area.

21,000 20,000 21,000 devices completed to 31 March. Work package for installations in regional centres issued with physical installation works scheduled for early May.

Water meters installed under the accelerated Water Meter Replacement Program.

7,000 8,000 7,000 replaced in Mackay City to 31 March. Work package for replacement of 2,220 water meters in regional centres issued with physical installation works scheduled for early May.

Ongoing development of the data management system for AMR project.

To be reported

in 4th quarter

Jun-14 Core module (as envisaged here) completed, implemented and in use. Additional modules, including customer engagement module now in progress.

Business Services

Implement second stage of marketing campaign.

Jan-14 Jan-14 Completed as per schedule.

CORPORATE OBJECTIVE 6: Commercial Services (Water and Waste Services) To provide and manage high quality water and waste programs on a commercial basis that meets social and environmental objectives.





Develop a comprehensive, sustainably funded 10 year capital works program for operating on a commercial basis.


Objective: Assists in decision-making to ensure optimum capital investment decisions

6.2.1 Continuously improve capital planning, scheduling and forecasting.

Formal adoption of risk based prioritisation criteria.

Dec-13 Dec-13 Prioritisation paper has been endorsed with

implementation being undertaken as part of the writing of business cases for the Capital program for 14/15.

Planning & Sustainability

Review and implement risk based renewals forecasts for all asset types.



Objective: Provides comprehensive cost planning instrument for future operational and infrastructure activities.

6.2.2 Use and update the Water and Sewerage Pricing and Financial Sustainability Model.

Recommendations to Council on pricing strategy for 2014/2015.


Mar-14 Will be presented along with the budgeting process,

once cost budgets are finalised. Business Services


Provide consistent high standards of water supply to serviced communities where both practical and viable.


Objective: Provides communities with a quality potable water supply.

6.3.1 Provide continuous supply of potable water as per Australian Drinking Water Quality Standards.

Faecal coliform compliance with customer service standard.

100% 98% Faecal coliform compliance with customer service

standard (98%) - Faecal Coliform compliance is at 100% for the third quarter.

Samples are routinely taken at the treatment plants and in the reticulation in accordance with the Drinking Water Management Plan and Public Health Regulation.

The Water Treatment Plants and Schemes are performing to specification and are meeting their nominated Critical Control Points (CCPs).

Water Treatment

Objective: Assists in minimising water and wastewater price increases.





Provide consistent high standards of water supply to serviced communities where both practical and viable.


6.3.2 Identify impact of current levels of service on operational costs.

Optimised response times implemented.

To be reported

in 4th Quarter

Jan-14 Water Network are actively looking at reducing the level

of overtime by responding in a timely manner but controlling our activities to normal operating hours. This should see a reduction on operational costs and have little impact on the level of service.

Water Network


Maintain and enhance existing wastewater, water treatment and supply systems to improve existing customer service standards.


Objective: Ensures legislative compliance for plumbing approvals

6.5.1 Provision of plumbing inspection programs.

Percentage of plumbing applications received electronically.

53% 55% Some variations expected over the last quarter,

dependent upon number of applications lodged. Still on track for annual target.

Business Services

Percentage of information requests received for plumbing applications.

8% 10% decrease

Some variations expected over the last quarter. On track for annual target.

Objective: Ensures legislative compliance for trade waste approvals.

6.5.2 Provision of trade waste inspection programs.

Number of licensed new trade waste generators.

123

250 Continuing to track below target due to a high number of non-generators in target areas.

Business Services

Complete Paget review of trade waste businesses.

Dec-13 Dec-13 Phase 1 of Paget review has been completed as

planned. 173 businesses visited during the review.




Corporate Plan Strategy 6.6

Develop a comprehensive asset management strategy to support the maintenance, replacement and enhancement of water and waste assets.


Objective: Improves the efficiency of water and wastewater decision making.

6.6.1 Implement improved asset management.

Restructure treatment asset data sets to meet new framework.

Mar-14 Mar-14 The asset data for Nebo Road WTP, Mirani STP and Mt

Blarney WTP has been restructured to meet the new coding framework. Tenix has the operational responsibility for asset management for Mackay North and South STP.

Planning & Sustainability

Field validation of high priority assets.




Embrace and incorporate changing legislation and water/waste industry reform.


Objective: Provides mechanism for contributing to Qld Water industry.

6.7.1 Actively Contribute to the Queensland Water Directorate.

Attend all QWD meetings. 50% 100% February meeting not attended. Active contribution

includes out of meeting and special project contributions. Director Engineering & Commercial Infrastructure

Objective: Provides a mechanism for managing the outcomes of legislative and water reforms.

6.7.2 Actively contribute to the CTM (Cairns, Townsville, and Mackay) Water Alliance.

Outcomes as per adopted CTM Water Alliance Annual Management Plan.


⇝ Jun-14 Active contribution and delivery of actions including

engineering standards and benchmarking. Director Engineering & Commercial Infrastructure

Objective: Ensures Council’s compliance with legislative obligations.

6.7.3 Revise Waste Management Strategy 2010-19 to align with Queensland Waste Reduction

Adoption of revised Waste Management Strategy.


Dec-13 Adopted in March 2014. Waste Services







and Recycling Act 2011 and the Commonwealth Clean Energy Legislation.

Objective: Improves service standards to ensure compliance with legislation.

6.7.4 Upgrade waste disposal facility infrastructure to satisfy Commonwealth's Clean Energy Legislation and reporting requirements.

Register the Hogan's Pocket for reporting purposes with the Commonwealth.


Jun-14 The contractor has registered the site for reporting purposes. Legal advice is that the liability is for the landfill contractor, therefore Council was not required to register for the 2012/2013 emissions. Transfer of liability will be arranged for the 1 July 2014.

Waste Services

Report liabilities and emissions to the Clean Energy Regulator.

Aug - 13 Oct-13 Legal advice is that the liability is for the landfill

contractor, who has reported the emissions. Emissions for 2012/2013 did trigger the threshold, however there is no liability as the emissions was entirely legacy emissions.

Surrender units to the Clean Energy Regulator to cover liabilities for 2012-2013.

Aug - 13 Feb-14 Not required as the emissions were legacy emissions

that do not attract any liability.

Objective: Ensures Council’s compliance with legislative obligations.

6.7.5 Remediate Sarnia former landfill. Report on final capping method received.


Dec-13 Capping methods are currently being reassessed in

terms of construction, operating and financial risks. Waste Services

Design and specifications finalised for tender release.


Apr-14 Information to be provided to Council in May 2014 prior

to any tender release.

Objective: Ensures compliance with legislation and regulations and mitigates risk to drinking water quality.

6.7.6 Reduce the number of backflow prevention devices overdue for testing.

Number of devices overdue for testing (excluding devices handed over for enforcement).

46 300 Continue to monitor and issue enforcement notices, in

order to maintain at current levels. Business Services







Objective: Ensures timely and relevant information in an easily accessible manner to enable informed decision making by managers.

6.7.7 Expand the scope of the statistical management systems (Monitor-Pro).

Separate database established for capturing of operation data.

Aug-13 Aug-13 Database established. Working on implementing

procedures to have data inflow on a regular basis. Business Services

Bulk water statistics captured in the system.

To be reported

in 4th quarter

Jan-14 Work currently in progress.

Pump station flow data captured in the system.

To be reported

in 4th quarter

Jun-14 Contract for integration of SCADA with MP5 has been issued and coding has been completed. Awaiting setup by IS to complete this aspect of project.

Operational electricity consumption data captured within the system.

To be reported

in 4th quarter

⇝ Jun-14 Not yet implemented.

Objective: Ensures compliance with reporting requirements.

6.7.8 Implement National Performance Reporting Auditors Recommendations - Revise Pathway coding to ensure required statistics are available.

New Pathway coding system implemented.

Jul-13 Jul-13 New coding implemented in Pathways.

Action & Asset Codes - Jul ’13 Customer Request Codes - Aug/Sep ’13

Business Services







Objective: Promotes community involvement in waste management and encourages reduction of waste and improved recycling.

6.8.1 Expand the Waste Education Program.

Perform waste minimisation education sessions at the MRF and out in schools and the community each year.

50 sessions

40 sessions

50 sessions have been provided for the first half of the financial year. Significantly 17 sessions were delivered using the education trailer and has improved community access to Council’s waste education program.

Waste Services

Engage groups that have not previously undertaken the waste minimisation education sessions.

5 new groups

5 new groups

engaged

Five new groups have been engaged for the first half of the finical year. The waste education trailer generated a higher profile of the program and interest in accessing the service.

Organise a minimum of 10 Mackay Regional Council registered sites for the 2013 Great Northern Clean Up.

15 sites 10 sites For 2013 there were 15 registered sites, 250 volunteers and collected approximately 5 tonnes of waste for this year’s event.

Objective: Compliance with the Council provided recycling services is crucial to ensure that residents’ efforts in complying are not undermined by incorrectly used bins, by others.

6.8.2 Bin Audit Program. Regular audits of recycling bins using a planned and systematic methodology are undertaken.

2 audits 3 audits

per annum

2 audits achieved and a 3rd audit planned for the last quarter in 2013/2014.

Waste Services

Reduction in recycling bin contaminations.

21%

15% Contamination is currently at 21%. This is number is partially due to the change of methodology in recording the outputs of the facility.





Maintain and enhance the operation of existing waste management sites and investigate options for alternative waste technology.


Objective: Enables landfill gas capture and ensures a continuation of a high standard of environmental management for the site.

6.10.1 Construct partial cap for Hogan’s Pocket Cell 1.

Completion of project. To be reported in 4th quarter

⇝ Jun-14 There has been a delay caused by the contractor in

not obtaining a capping material that passes the specification. Material has now been sourced and the project will be completed by June 2014.

Waste Services

Objective: Enhances the capacity as well as reliability of waste processing services by mitigating the risk of sole dependence on the Paget transfer station.

6.10.2 Establish north side waste disposal facility.

Purchase land, subject to the outcomes of feasibility study.


⇝ Jun-14 Work has been focused on deferring this project by

extending the life of the Paget transfer facility’s throughput capacity.

Waste Services

Objective: Enhances waste management services to the community and contributed towards the closure of a landfill that did not meet contemporary standards.

6.10.3 Construct a best practice transfer station at the former Sarnia Landfill.

Sarina transfer station opened to the public.

Completed in October

2013 Mar-14 Facility handed over to Council for operations

during October 2013. Six months ahead of schedule.

Waste Services

Objective: The facility will reduce the amount of waste being land filled at Hogan’s Pocket landfill, thereby extending the life of that critical asset.

6.10.4 Establish a construction and demolition waste recycling facility.

Report to Council on the feasibility, location and operations of the proposed facility.

Completed in

November 2013

Dec-13 Briefing provided to Council in November 2013. Work towards land identification and EOI commenced.

Waste Services

If viable, release a tender or EOI for procurement.


⇝ Apr-14 Work is underway.

Objective: Waste stream analysis provides critical intelligence on the composition of the waste materials being managed by Council, enabling Council to strategically improve waste management practices.

6.10.5 Undertake waste stream analysis of received waste at Council facilities.

The results of the biannual waste stream analysis reported to Council.

Reported on in

November 2013.

Aug-13 Information provided to Council in a briefing held in November 2013.

Waste Services





Provide a best practice culture within our organisation that embodies customer service excellence.


Objective: Encourages and embeds a culture of continuous improvement within the organisation.

7.1.1 Through the Corporate Services Business Improvement Team, improve the efficiency and effectiveness of business processes delivered to the organisation.

Number of Business Improvement initiatives implemented.

8 8 The Committee has four new initiatives:

Waste Bins – charging and audit actions i-Kiosk Historical Imagery Project e-Training Chris 21 Expenses Module Video Conferencing Efficiency and

Sustainability Project Business Improvement initiatives implemented during the March quarter:- Review of Standpipe Hire Process Facebook e-Pathway linkage on the website Annual target has been reached.

Director Organisational Services

CORPORATE OBJECTIVE 7: Organisational Excellence and Governance To pursue excellence as an organisation which embraces exceptional customer service values its staff and promotes ethical standards of practice supported by clear policies and strategies response to the needs of the community.





Provide professional, responsible, timely and accessible services to external and internal customers that reflect the values of the organisation.


Objective: Ensures elected members are provided with an accessible and professional executive support service to assist them in meeting the needs of residents.

7.2.1 Provide elected members with an efficient and effective secretarial support service.

Level of satisfaction with the support services provided.

100% 100% Satisfaction with level achieved. Office of Mayor

& CEO

Poll of Councillors. 100% 100% Poll undertaken supporting service level satisfaction.

Objective: Provides customers with accessible and professional services which meet identified needs.

7.2.2 Provide well-designed, efficient and effective customer service facilities in identified population centres.

Level of customer satisfaction with the services provided.

To be reported on in 4th quarter

⇝ 92.5% A new post-call client satisfaction survey tool has been

developed and tested and will be implemented during the 4th quarter.

Community Lifestyle

Call abandonment rate of 8% or less.

1% 8% The call centre has been pursuing a range of initiatives

to drive down the call abandonment rate.

Average wait time in the call centre of 120 seconds or less.

32 seconds

120 seconds

The call centre has been pursuing a range of initiatives to reduce the call waiting time for clients.

Percentage of service requests closed within specified timeframe.

95% 85% KPI met across council.

Percentage of payments processed accurately at point of entry.

99.9% 99.9% Payment processing KPI continues to be met.

Objective: Ensure compliance with Local Government Act 2009 and Local Government Regulation 2012 which provides Council with appropriate risk mitigation strategies.

7.2.3 Tenders issued in accordance with tender contracts manual in a timely manner.

Numbers of tenders issued within one week of receiving completed specification/scope of work.

100% 90% All tenders were advertised within one week of receiving

completed specifications and approved to release. Procurement & Plant

Objective: Provision of land to meet both Community and Council infrastructure demands.

7.2.4 Provide a professional and timely service in lease matters and land acquisition and disposal.

Percentage of property requests addressed within Council and legislative timeframes.

100% 90% Current lease and property matters are all being

processed within set timeframes. Property Services





Ensure staff are provided with the relevant learning and personal development opportunities to achieve stated strategic priorities and corporate objectives.


Objective: Provides staff with the opportunity to develop skills required to fill key positions and supports current and future leaders through the provision of targeted development opportunities.

7.3.1 Implement leadership development and succession planning framework.

Succession Planning framework implemented with all Departments.

Revised Target

December 2014

Dec-13 Due to other organisational development initiatives the

finalisation of the succession planning framework has been deferred to December 2014. The succession planning framework will be partially informed by the compliance and training matrix data which will not be completed until June 2014 (Operational Plan Activity – 7.3.2).


Phase 2 of the SUPERvisor Program commenced.

Completed Dec-13 Phase 2 was completed in December, 2013. The third intake of the SUPERvisor Program commenced in February 2014.

Objective: Identifies skills and knowledge requirements of both the role and incumbent to enable the forecasting of development needs.

7.3.2 Identify and implement personal and organisational training needs analysis framework.

Framework implemented within all Departments.

Revised date June 2014

Mar-14 Data collected and uploading in to Chris21 is almost

completed. All reports required to inform Program Managers of the Gap analysis are currently being finalised. The project has been delayed due to unexpected delays in obtaining accurate source data. It is currently on track to meet the revised target date of June 2014.






Promote and support a safe and healthy work environment in which the importance of family and work/life balance is recognised.


Objective: Ensures council meets its legislative requirement for the provision of a safe working environment.

7.4.1 Provide a framework to ensure compliance with health and safety regulations.

Percentage of staff provided with safety induction on first day of employment.

100% 100% Achieved. Human

Resources

Development and implementation of pilot area for an electronic system for SafePlan enabling on-line safety forms.

Sep-13 Nov-13 Pilot program for InControl implemented through WW&S and progressing.

Compliance with Take 5’s delivered to required staff.

89% 89% Achieved 89% during review period.

Objective: Ensures council meets its legislative requirement for the provision of a safe working environment.

7.4.2 Facilitate the pilot project of the WHS Incident Management System (IMS)

Project timelines maintained 80%

100% Completion of Pilot project delayed due to issues with product. Escalated with Supplier and stabilisation plan being implemented. Project Board has been briefed on issues and resolution plans.

Business Services


Provide up-to-date information technology systems and services through continuous review and improvement.


Objective: Provides convenient access to Council services and information.

7.6.1 Provide state-of-the-art, unified telephony systems to enable customers to contact Council by their preferred means of communication.

Availability of systems. 99.9% 99.9% A new support arrangement with Telstra is being

accessed, which combined with systems upgrades, has led to faster response times during periods of outage.

Community Lifestyle

Reliability of systems. 99.9% 99.9% A new support arrangement with Telstra is being

accessed, which combined with systems upgrades, has led to faster response times during periods of outage.

Objective: Provides a corporate approach to utilise mobile technologies to deliver process efficiency and response times and improves service delivery to our customers.







7.6.2 Implement initiatives outlined in the mobile computing strategy.

Completion of projects to support the mobile computing strategy roadmap:- - Compliance inspections

including Plumbing and Trade Waste;

- Local Laws; - Public Health and

Environmental Protection; - Delivery mobility needs for

construction, maintenance and surveying teams;

- Develop project roadmap for asset mobility requirements.


⇝ Jun-14 Technology One were engaged in January to complete a

scoping study in Asset system to determine the implementation of the Mobile assets.


Objective: Providing corporate systems that remain supportable, scalable and stable and take advantage of improved functionality that will improve operational efficiency across Council.

7.6.3 Upgrade of corporate software systems.

Completion of projects. - Customer and rating system; - Document and records

management system; - Human resource system and

financial system.


⇝

Jun-14 ECM Upgrade in planning Pathway Audit recommendations have been categorised into projects, work packages and support requests. A number of projects will be proposed for next FY and will need to be aligned with the Corporate and ICT Strategies and Plans


Objective: Provides a managed approach to best practice in record keeping management of digital records to meet legislative and Queensland State Archiving requirements.

7.6.4 Undertake optimisation of the Council's electronic document and record management system (ECM).

Completion of projects - Implementation of the reporting

function to ensure improvement in use by tracking, recording and reporting exceptions;

- Implementation of the Sentencing and Destruction Wizard to dispose of electronic records.


⇝ Jun-14 Sentencing and Destruction

Assessment of the SSC subject files is continuing, 850 documents were destroyed during March 2014. Restructure of K Drive Work is continuing with individual Programs to migrate documents from K:Drive into ECM. Audit Technical Audit report and Usability Audit Report have been delivered by Tech One. Delivery of these reports will determine the next phases of the project.








Objective: Provides up to date telephony systems to improve communication and services.

7.6.5 Deliver the Microsoft Lync unified communications platform.

Completion of projects -


⇝ Jun-14 Completed Stage 1 of delivery of the technical platform.

IS Projects doing a brief to determine scope, benefits, strategy and roadmap. Workshop conducted on 15/1/14 to determine the as is and to be. A presentation of the proposed phase 2 of unified communications to be scheduled to gain endorsement and approval of the proposed scope and plan.


Objective: Provides up to date information technology systems to improve services.

7.6.6 Implement end to end e-planning systems.

Percentage of the development process undertaken electronically.

76% 85% 76% of applications received were electronic for the

March Quarter. Whilst this is below the annual target, we are on track to achieve 85% by 30 June.

Business Support


Support innovation by implementing technologies that improve the way Council conducts its business and manages its information and data.


Objective: Ensures the ability for the Council and other agencies to display mapping information relevant to the community and business sector.

7.7.1 Provide an overlay on Council's internal/external mapping systems of Mackay region riverine flood level data.

Completion of project. To be reported in 4th quarter

⇝ Jun-14 Majority of catchments containing populated areas have

been modelled for flooding heights scenarios in readiness for display on MRC internal mapping application.






Encourage the dissemination of accurate and relevant information within the organisation and the community.


Objective: Provides quality and accurate information to staff and improve knowledge of Council operations.

7.9.1 Publish and deliver internal communications throughout the organisation.

Number of monthly editions of "Grapevine" newsletter published.

9 11 Delivered a special CEO edition in January on Values.

Monthly newsletter produced on time. Corporate Communications & Marketing

Deliver weekly Council update after Council meetings.

30 32 Produced and distributed to all staff following weekly council meetings.

Objective: Provides relevant and useful financial information to Council, stakeholders and customers.

7.9.2 Provide accurate and reliable financial information.

Production of executive monthly financial reports.

8 11 Executive monthly reports have been produced on time

as required. Financial Services

Number of high risk audit issues. 0 0 An unqualified audit report was received with no high

risk audit issues identified.

Objective: Provides customers with the ability to perform transactions and requests on-line.

7.9.3 Undertake optimisation of the Council's customer ePathway portal.

Completion of project. To be reported

in 4th quarter

⇝ Jun-14 Current initiatives are ePathway

Plumbing and Sewer applications online completed Food licence applications online in planning Payment of application and plumbing inspection

fees online completed Other initiatives are being investigated however direction from the business is required as to on-line services strategy.





Corporate Plan Strategy 7.10.1:

Promote the use of council's community engagement framework across all areas of council


Objective: Community engagement becomes entrenched into the organisation's culture.

7.10.1 Develop Community Engagement Plans and forums in line with Council’s Community Engagement Policy and Framework.

Number of Community Engagement Plans developed.

31 12 Community Engagement Plans have been prepared for

all major Civil Projects road projects, technical services roads projects, parks projects, CBD Revitalization, Waste Strategy, sale of council land, road re-alignment (review).


Number of discussion topics posted on the Connecting Mackay website.

21 6 A total of eight discussion topics have been initiated on Connecting Mackay.

Rollout of the community engagement portal.

Sept-13 Sept-2013

The internal community engagement portal has been rolled out. Portal is still a work in process, and will be evaluated as use increases.


Continues to enhance the transparency of council's financial operations and performance and promote awareness within the community of council's financial management and other strategies.


Objective: Supports the effective allocation of resources to achieve performance targets and outcomes in an efficient and effective manner.

7.11.1 Provide contemporary, professional and timely planning, analysis, modeling and disclosure of financial information.

Completion of Long Term Financial Forecast.


⇝ Jun-14 To be reviewed as part of 2014/2015 Budget process. Financial

Services

Audit findings of Annual Financial Statement.

To be reported in 2nd quarter

Unqualified Council received an unqualified audit opinion for its Annual Financial Statements.

Objective: Delivers open and transparent information to the community.





Continues to enhance the transparency of council's financial operations and performance and promote awareness within the community of council's financial management and other strategies.


7.11.2 Publication of easy to read and informative Annual Report, detailing Council's performance and meeting legislative requirements.

Publication of 2012/13 Annual Report.

Nov-13 Nov-13 Produced a detailed and easy to read Annual Report,

which was ratified by council 27 November, 2013. Report submitted in Australasian Reporting Awards.



Minimise dependency on rates income.


Objective: Enhances Council’s potential to source external funding.

7.13.1 Maximise alternate income sources through funding opportunities.

Number of grant applications submitted.

31 40 YTD 31 applications submitted. Expected that achieving

target is possible. Executive Officer Sustainability & Collaboration

Percentage of successful applications

63% 70% YTD success rate is 63%. Whilst currently lower than

target it is expected to reach close to target. It is important to also note the value of some successful applications, with YTD grant income over $7M.

Objective: Ensures maximum return for council’s bare asset.

7.13.2 Assist Economic Development Queensland (EDQ) to undertake residential ‘showcase’ developments at Andergrove and Bucasia.

Completion of Stages 2, 6 & 7 of the residential development at Andergrove (Woodlands), inclusive of dwellings construction commenced.


⇝ Jun-14 Stages 2 and 6 have been completed. Stage 7 is

designed and ready to commence, subject to market demand.


Completion of tracks and trails per Bushland Management Plan and construction of identified Parks upgrades.

Mar-14 Mar-14 Tracks and Trails component completed. Works on

Jaycee Park upgrade also completed as part of project.





Minimise dependency on rates income.




Jan-14 The Bucasia development project did not receive EDQ

support for a JV project. Consideration being given to development options but won’t be achieved 2014/15.

Completion of Stage 1 of the residential development at Bucasia, inclusive of dwelling construction commenced.


May-14 The Bucasia development project did not receive EDQ

support for a JV project. Consideration being given to development options but won’t be achieved 2014/15.

Objective: Maximisation of alternate income sources to reduce rates dependency.

7.13.3 Actively invest corporate cash holdings.

Returns compared to UBS Bank Bill Index.

1.32% above UBS Bank Bill Index

0.5% above UBS Bank Bill Index

The return on investment is currently above target, however increasing pressures on cash flow due to NDRRA funding may affect future investment returns.

Financial Services


Build and strengthen Council's standing in the community through a variety of communication, branding and marketing opportunities.


Objective: Delivers information in a timely manner and increases Council’s profile within the community.

7.14.1 Provide and enhance use of social networking media and continue to deliver a usable functional website as a source of vital information for the community.

Number of unique visitations to Council’s web site.

263,939 520,000 Significantly high visitation in January of 69,404 due to Cyclone Dylan.


Number of subscriptions to E-newsletter subscription service.

9227 10,000 Good growth continues in eNewsletter subscribers for council’s 12 different versions.

Number of friends to MRC Facebook page, evidencing continued growth.

6303 5,000 Exceeded yearly target and continuing to achieve good growth in Facebook likes.

Objective: Provides relevant and useful information about Council to wider community.





Build and strengthen Council's standing in the community through a variety of communication, branding and marketing opportunities.


7.14.2 Provide factual and informative Council Connect campaign as an information source to the community.

Number of fortnightly television segments produced.

15 16 Good diverse information being delivered to local community.


Number of monthly print editions. 9 10 Strong response from community on recent monthly editions.


Ensure the administration of the region is governed through open and transparent decision-making and reporting processes.


Objective: Promotes open, transparent and compliant decision making.

7.15.1 Provide a governance framework to ensure public accountability, transparency and conformance with policies and legislation.

Conduct a review of Council's Corporate Governance Framework and hierarchy of policies.


⇝ Jun-14 Final amendments being made following Management

Team and SLPT comments. Governance & Assets

Number of right to information/information privacy applications not completed within the legislative timeframes.

0 0 All applications completed within legislative timeframes.

Number of complaints resulting in official action recommendations from the Local Government Ombudsman.

1 2 The Queensland Ombudsman has made several recommendations following a review of a Complaint. Council is consideration options.

Objective: Ensure the effective use of Council resources by identifying economies of scale which provide value for money to Council whilst reducing administrative processes.

7.15.2 Identification of high use goods and services for inclusion in future tenders.

Numbers of items added to existing or new contracts.

95 50 A number of new tenders are being called and existing

contracts recalled with additional high use items following consultation with key end users.

Procurement & Plant





Develop and implement proactive risk management strategies to reduce risk to the Council and the community.


Objective: Proactively manages and mitigates risks faced by Council and the community.

7.17.1 Implementation of Enterprise Risk Management Framework.

Number of reports/minutes presented to the Audit Advisory Committee.

1

4 The ERM Committee has been dissolved and ERM now reports direct to SLPT and the Audit Advisory Committee. A Presentation to SLPT on 27 February, 2014 has resulted in a report being presented to the Audit Advisory Committee meeting on the 2 May, 2014.

Governance & Assets

Review of the recorded risks and associated action plans on the Council Strategic Risk Register.


⇝ Jun-14 A review of Council's Strategic Risk Register was undertaken and approved by SLPT on the 27 February, 2014, , with a copy of the document being provided to the Audit Advisory Committee Meeting in May 2014 for comment.

Progression of an Organisation wide Business Continuity Plan.


⇝ Jun-14 Further draft of the Business Continuity Framework has been reviewed by SLPT on the 27 February, with a copy of the document being provided to the Audit Advisory Committee Meeting in May 2014 for comment.

Objective: Reduces the risk exposure faced by Council and the community.

7.17.2 Undertake systematic reviews and improvement of Council’s control and management systems.

Percentage of Annual Audit Plan activities completed.


⇝ 90% The majority of this quarter has involved the refinement and development of data analytic reports and tests. Two major audit reviews are in progress. Completed reports are being submitted to the Audit Advisory Committee meeting to be held on 2 May 2014.

Governance & Finance - Internal Audit

Number of Audit Committee meetings held.

2

4 As a result of the postponement of a meeting scheduled for March 2014, the next Audit Advisory Committee meeting has now been set for 2 May 2014. This may result in only 3 meetings being held this financial year. Whilst this measure is below target, under legislation the Committee is only required to meet 2 times each financial year.

Objective: Reduces the risk exposure faced by Council and the community.

7.17.3 Implement pro-active risk management strategies.

First year compliance with enforceable undertaking to be completed.

Oct-13 Oct-13 HR components are completed.

3 outstanding actions: DVD library - purchase was underspent due to

Human Resources





Develop and implement proactive risk management strategies to reduce risk to the Council and the community.


good pricing. Remainder to be expended within EU period.

Grants - awaiting further allocation through Director Community & Client Services.

Sharing of information - awaiting co-ordination by Director Engineering & Commercial Infrastructure.


Ensure sustainability of the organisation through the responsive allocation of resources.


Objective: Supports the best utilisation of Freehold Land and improves Council capacity to meet infrastructure demands.

7.18.1 Undertake process to develop a comprehensive Register of Council Freehold Land.

Completion of actions associated with the Freehold Land Register.

To be reported

in 4th quarter

Dec-13 Data collection, development of register and report to

Council (02/04/14) completed. Land disposal processes to commence.

Property Services

Objective: Improves efficiency of induction process.

7.18.2 Implement an electronic on-line induction delivery and assessment process.

All induction attendees utilising electronic on-line system for applicable induction components.

New Project Date - Jun-14

Dec-13 Project was deferred due to other organisational

development priorities. It is on-track to meet the revised due date of June 2014.


Objective: Improve efficiency throughout Council by having readily available and current position descriptions.





Ensure sustainability of the organisation through the responsive allocation of resources.


7.18.3 Development of a centralised document controlled Position Description (PD) database

Utilisation of generic position descriptions from centralised database.

New Project Date - Jun-14

Dec-13 Database completed. Human Resources


Develop frameworks and undertake corporate projects that effectively implement the Corporate and Operational Plans.


Objective: Ensures effective strategic and operational planning of council’s business.

7.19.1 Prepare, implement and review Operational Plans in alignment with Council’s Corporate Plan.

Operational Plan review completed within 6 weeks of quarter end.

50%

100% Second quarter review did not meet the 6 week timeframe due to issues with respect to scheduling with SLPT and Council briefings.

Governance & Assets

Objective: Ensures the long term sustainability of council’s infrastructure networks, eg property, Convention Centre, recreation.

7.19.2 Deliver the Capital Works Program in line with 2013/14 original budget.

Percentage of Capital Works Program completed against original budget.

39% ⇝ 90% A number of projects have progressed towards

completion during the March quarter such as the Property Services roof replacement program, solar lighting upgrades, MECC lighting replacement works, new seating in MECC Auditorium and the refurbishment of the main client services centre to provide a better experience for clients visiting Council’s main administration building. A large number of Parks and Environment capital projects have also been completed. It should be noted that the capital delivery percentage is distorted by a number of large projects. Specifically the $1.15m allocated for the Homemaker Centre Detention Basin, $600,000 for the NB Library project which has

Director Community & Client Services





Develop frameworks and undertake corporate projects that effectively implement the Corporate and Operational Plans.


been cancelled and the vast majority of the Blackmur Street Community Housing (Marian) funding has not been spent. When these projects are taken into account the capital budget is approximately 61% complete.

Objective: Ensures the long term sustainability of council's infrastructure networks eg information services, plant.



33% ⇝ 90% Procurement & Plant is currently at 36% while existing

committals would increase this in line with year to date budget. Information Services is currently at 21% and a review of project delivery is underway through the March quarter budget review. Asset Management is currently at 37% through allocation of expenses against operational budget, to be assessed through the March quarter budget review.

Director Organisational Services

Objective: Ensures capital projects support operational service provision.



2% ⇝ 90% RSPCA Adoption Centre construction and design work

for Mackay Pound are on target to be completed. Director Development Services

Objective: Ensures capital projects support operational service provision.



74% Engineering

69% Commercial Infrastructure

⇝ 90% Capital road works have progressed and we are on track

to spend 100% of planned budget. However, due to an overspend on the Connors Road Project, smaller projects will need to be removed from the current Capital Works Program. Water & Waste Capital Works Programs are currently on track to achieve the KPI.

Director Engineering & Commercial Infrastructure





Provide leadership that promotes the interests and views of the community.


Objective: Ensures the organisation's activities are aligned with the outcomes identified in Council's Community and Corporate Plans.

7.20.1 Provide strategic leadership to all staff.

Number of strategic update meetings held with all Council staff.

3 2 Undertaken through a number of forums including at the

Showgrounds, at Depots and in office. Two industrial relation act updates provided to all staff.

Office of the CEO

Number of strategic updates provided to all Council staff.

8 4 Achieved via Grapevine and site visits.

Number of management forums held.

5 8 Management Forums are held every 6 weeks.

Number of management strategic retreats.

1 1 Achieved via forum at Sarina.

Corporate Plan Strategy 7.21

Manage and govern the organisation according to our stated values, ensuring principles of good governance are applied to achieve the best value for the community.


Objective: Ensures best value for the community is achieved by promoting better business practices.

7.21.1 Improve the efficiency and effectiveness of business processes delivered by the organisation through ongoing reviews.

Number of reviews conducted. To be reported

4th quarter

6 sub-

programs/ areas

The individual components of Councils Roadmap to Organisational Excellence continues to be rolled out as approved. Several Business Improvement Teams control reviews to meet this target.

Office of the CEO

Documents

2013-14 Operational Plan - Mackay Council · The 2013/14 Operational Plan outlines the activities and services that we as an organisation ... components. Project was deferred