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Organisational Services

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Contents

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Executive Summary

The number of planning applications received decreased this month but still is a continuation of the above the average long term trend. IDAS

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July was a period of closing out 2014/2015 financial matters, implementing the new 2015/2016 budget. In this period, I attended the following meetings:

Organisational Services Management Team Meeting

Organisational Services Health & Safety Meeting

WHS Management Committee Meeting

City Centre Revitalisation Project

Dome Project Plan, attended meetings

Organisational Services teams were busy closing out the 2014/2015 Operational Plans; updating the Audit Actions Register. We also welcomed the new Asset Management Manager for the management program, Scott Cramer. Outstanding asset capitalisation dropped from $120 million to less than the target, impressive work by the Asset Team. Relocation of some Program areas continued smoothly with a minimum down-time across Finance, Governance and Safety, Assets and People and Culture. Our apprenticeship numbers increased to the point where we are now committed to the highest number of apprentices than at any other time. Our aquatic facilities remain closed through July during which maintenance work has been carried out on the facilities.

Acting Director Organisational Services

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Asset Management

Scott Cramer commenced his role of Manager Asset Management

A big effort for the end of the financial year to capitalise outstanding assets.

Working with Parks and Property Services to finalise Asset Management Plans.

Audit Action Register items complete

o Depreciation on Capital Assets

o Classification of Land

o Classification of Heritage and Culture Assets

MRC began accepting Digital signatures for as constructed plans on 1 July 2015

SMEC and Assetic integration successfully complete

Financial Services

Preparation of Annual Financial Statements in progress

First half yearly rates generated

Identification and processing of carryovers for 2014/2015 in progress

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People and Culture

Key areas of focus:

Mackay Regional Council's Trainees and Apprentices Quarterly Report

2014/15 Statistics

— 75 trainees and apprentices in-training as at 30th June 2015 accounting for approximately 7% of council’s overall workforce, (this includes current people on training)

— Mackay Regional Council is currently the largest employer of trainees and apprentices in the Mackay region

2014/15 Statistics

— 67% of council’s trainees and apprentices are within the technicians and trade workers occupation group, which include all apprenticeship positions and Civil Construction, Live Production Theatre and Events and Laboratory Skills traineeships

— 21% of council’s trainees and apprentices are within the clerical and administrative workers occupation group, which includes Customer Service, Business, Library Services and Local Government Administration traineeships

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Commencement highlights for 2014/15

— Actual apprentice numbers increased by 8 and council now employs 28 apprentices, 16 existing worker and 12 full time – the highest number of apprenticeships council has facilitated at any one time

— In the 2015 annual intake of full time temporary trainee or apprentice positions, council appointed two identified Aboriginal or Torres Strait positions; one Business Trainee and one Diesel Fitting Apprentice.

— Council’s commencements (and completions) were evenly split between male and female, whereas QLD and national statistics were both weighted in favour of males

— Council’s rate of mature age (24 years and over) trainee and apprentice commencements was 5% greater than QLD and national statistics

Completion highlights for 2014/15 (continued)

— 38 completions, 6 apprenticeships and 32 traineeships, representing a reduction of only 1 completion when compared to 2013/14

— 95% of trainees or apprentices completed their training early or on-time — Of the 24 full time trainees or apprentices that completed, 46% obtained further

employment with council in some capacity, and 50% obtained external employment within 3 months of completing their training with council

Procurement & Plant

Projects progress and key areas of focus:

The contracts team have commenced working on contractual requirements for refurbishment of The Dome complex.

A review of service requirements for Council’s 1600 items of plant and equipment has commenced.

Discussions regarding the implementation of Centre-Led Procurement have re-commenced. Procurement Operations continue to service Council’s internal clients with the preparation of 957 orders consisting of over 2600 lines.

Procurement Operations are working closely with Council’s local corporate uniform provider to finalise details for the next uniform fitting.

Front counter staff continue to manage the hire of approximately 80 standpipes on behalf of ECI Business Services. Customers have recently been transitioned to their new annual hire for the current financial year. They continue to work closely with valued clients and staff members to ensure the most suitable mutual beneficial contractual options are available and utilised.

Acting Director of Organisational Services visited the Paget workshop and warehouse, reviewing operating procedures.

The council workshops are highly regarded by the local schools and Mackay Engineering College for work experience because of the diverse range of machinery.

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Above: Paget workshop

Monthly Hazard inspections were completed for the Sarina and Mirani workshops and the Paget Warehouse. It was noted that the planning, layout and housekeeping at the Paget warehouse was of an exceptionally high standard.

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Above: Paget Warehouse

Property Services

Management

Ongoing involvement in Supervisor Training course.

Discussion and finalisation of leases for old Retravision Building – My105Fm and George St Neighbourhood Centre. Assist MIFNQ (Mental Illness Fellowship North QLD) to move from Retravision to the former Pioneer Shire Council Building.

Walk through of The DOME and former Pioneer Shire Council buildings to view re-devleopments.

Meeting with SLSQ (Surf Life Saving Queensland) re ongoing Bluewater Lagoon operations.

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Operations

Major air conditioning replacements were completed at Gordon White Library.

The Air Conditioning Tender and the Service Personnel Tender pre-release review was undertaken in conjunction with Procurement officers. This included escorting site visits to various sites.

The recarpeting of all public areas at Mackay City Library was completed. New extra heavy duty commercial grade solution dyed nylon carpet tiles were installed.

Accommodation relocations continued with the relocation of Finance to the recently vacated area across the hall on the second floor of the main admin building. This was undertaken by reusing existing furniture and partitions to suit each programs functional needs.

Significant roof repairs were undertaken at Seaforth Community Hall where rusted roof screws were replaced, guard guards were installed and minor damage was repaired. This should ensure a dry and safe wet season for the hall.

A new office in Governance & Safety area was created for the use of the WH&S Rehabilitation Officer on the first floor of the main admin building. This will address the need for private and discreet consultation.

Minor building works was undertaken with walls removed and meeting room sizes were adjusted in preparation of the relocation of Water & Waste Services. New power and data was required to be installed to accommodate the revised layouts proposed.

External painting to Artspace building per maintenance schedule.

The small gallery space to Artspace was revamped. Removing all the built in furniture, patching and repairing walls and repainting.

The majority of MRC facilities have undergone their annual pest inspections and treatments.

Development of final draft of the Building Asset Management Plan.

NBN installs at Old Town Hall, Artspace and Admin Building.

Investigations into major repairs for Town Hall lift.

31

32

33

34

35

36

37

38

Number of

requests

Security Access Requests

Received

Closed

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230

235

240

245

250

255

260

265

270

275

280

Number of requests

Building Maintenance Requests

Received

Closed

0

2

4

6

8

10

12

14

July

Au

gust

Sep

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Oct

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No

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De

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Jan

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Feb

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Mar

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Ap

ril

May

Jun

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Number of requests

Registered Keys & Padlock Requests

Received

Closed

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Leases & Land Dealings

NEW INVESTIGATION

DETAILS

STAGE OF COMPLETION - %

Rotary of Pioneer Valley Inc Investigating tenure over existing building infrastructure within George Johnson Park to enable new shed construction and future Mirani Men's Shed.

80%

Walkerston Library Lease Negotiating new tenure over library premises. 30%

River St Wharf Precinct. Investigating current and future requirements and works pertaining to existing State Tenure to MRC through negotiation with Strategic Planning.

20%

River St Boat Ramp Precinct – Coffee business enquiry.

Enquiry being investigated as to location, needs and suitability.

10%

Compilation of Council reserve land and tenure being undertaken in order for information to be uploaded into Assetic property management system. Council freehold land, tenure and building information uploaded and ready for additional information to be included.

0

1

2

3

4

5

6

July

Au

gust

Sep

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be

r

Oct

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No

vem

be

r

De

cem

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Jan

uar

y

Feb

ruar

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Mar

ch

Ap

ril

May

Jun

e

Number of requests

Pathway Requests

Received

Closed

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Aquatic Facilities

Note on facilities:

Bluewater Lagoon

Closed late July and August (attendance in August reflect contractor attendance).

Water recycling project progressing well; an estimated 65 million litres per annum will be saved from entering the Council waste network when completed.

Landscaping works underway during shutdown with a focus on increased grassed seating areas supported by natural and existing shade.

Memorial Swim Centre

Closed May.

Pioneer Swim Centre

Closed June, July, August.

Mirani Swim Centre

Closed May, June, July, August.

Sarina Swim Centre

Closed June, July and August, September 2014, December 13 – 26 inclusive (Qld Education requirement).

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Governance and Safety

Workplace Health & Safety (WHS)

Established whole-of-Council WHS performance measures for 2015/16 – including both pro-active and outcome indicators.

Delivery of the WHS Obligations and Responsibilities training session for Supervisors. The session provides practical guidance to Supervisors to assist in ensuring the health and safety of their workteams, and aids in enhancing Council’s safety culture.

Developed a new WHS procedure for conducting Manager’s safety interactions – to formalise into SafePlan: Council’s WHS management system.

A review of incident reporting and investigation procedures and associated forms was conducted in preparation for the roll-out of InControl: Council’s electronic incident reporting software.

Assisting Departmental health and safety committees to develop WHS risk profiles for work in their areas.

Developed site specific safe work instructions for the isolation of plant and equipment in workshops and at the Sarina Sugar Shed.

Finalised the election of Health and Safety Representatives for Organisational Services – following the recent changes.

Management of Rehabilitation Claims

Council manages claims, suitable duties plans and return-to-work plans for those workers who have suffered work related or non-work related injuries.

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For the month of July: the graph depicts the total number of new claims managed in July, earlier claims which continued to be managed throughout the month; and those which are finalised.

Incident Reports Received

Depicts the number of WHS incidents reported in July. Data does not include the damage, loss or theft of plant and equipment.

WHS Inductions Conducted

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Depicts the total number of WHS inductions delivered by the WHS Team in July, including those which were delivered online to contractors and volunteers.

Worksite Hazard Inspections

Dept Scheduled July

Completed July

Outstanding June

Outstanding prior to June

ECI 15 13 1 of 5 outstanding 1 of 56 outstanding

ORG 2 2 0 0

CCS 2 1 2 of 4 outstanding 4 of 26 outstanding

DEV 10 10 0 0

A hazard inspection is a regular planned examination of the workplace for the purpose of identifying and addressing hazards. They are scheduled and detailed on each Department’s hazard inspection matrix.

The graph depicts the number and percentage of inspections conducted in July, the percentage of scheduled inspections which were not carried out as scheduled in June (and which have still not been conducted) and the percentage of scheduled inspections which are outstanding prior to June.

CCS has plans in place to undertake its outstanding hazard inspections as a matter of priority.

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LTIFR Comparison

LGW Data: 1 July 2015 - 2016 YTD Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

MRC LTIFR YTD

0.0

MRC LTIFR 2014-2015

12.4 9.5 6.3 7.9 6.3 8.4 11.7 10.2 9.8 9.5 9.7 10.5

Group E LTIFR YTD

3.2

Group E LTIFR 2014-2015

5.6 7.43 8.8 11.1 12.2 11.8 12.4 12.6 12.8 13.3 13.7 13.92

MRC LTIs Cumulative

0

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LTI Duration Rate Comparison

LGW Data: 1 July 2014 - 2015 YTD Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun

MRC Duration Rate YTD LGW data.

0.0

MRC Duration Rate 2013 - 2014

6.0 9.7 23.0 20.2 21.6 14.4 17.7 20.0 22.7 24.4 21.7 18.5

Average duration rate for Group E

3.7

Duration Rate Group E 2013 - 2014

4.6 7.9 9.3 10.2 10.5 11.2 12.3 13.1 13.8 14.8 15.7 14.1

MRC Days Lost: Cumulative 0

Mechanism of Incidents Received

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Depicts, for each reported incident, the mechanism or incident type. Please note that damage/loss/theft & non-injury incidents are not captured in this report.

Glossary

MRC Mackay Regional Council

YTD Year to Date

Group E Councils with wages greater than $50 million

CCS Community & Client Services

ECI Engineering & Commercial Infrastructure

DEV Development Services

ORG Organisational Services

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

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

Lost Time Injury (LTI) Incidents that resulted in a fatality, permanent disability or time lost from work of one day / part of a day or more

Lost time incident frequency rate (LTIFR)

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

Calculated as follows:

No of LTI x 1,000,000

total hours worked during period

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Lost time incident duration rate (LTIDR)

The average days lost for each LTI.

This rate provides a measure of the severity of the occurrences being experienced.

Calculated as follows: No of days lost

No of LTI

Governance

Finalisation of report for adoption by Council for the amendments to Local Law 5 (Parking).

A review of Council's delegations continuing.

Progress continued on the Fraud & Corruption Prevention Plan.

Development of a Complaint Review Plan following recommendations from the Queensland Ombudsman’s audit in relation to Council's Administrative Action Complaints.

July was a busy time from a Right to Information and Internal Review Complaints perspective with officers processing these matters within timeframes.

o 10 Internal Review Complaints received for investigation with 2 Complaints in abeyance.

o 6 Ombudsman Referrals under review - 2 are in abeyance o 3 Public Interest Disclosure investigations o 1 Pin Review. o 2 Right to Information Applications received during this period. o 1 Right to Information Application placed on hold. o 6 Right to Information Applications completed and 2 were withdrawn. o 2 Right to Information Application external review received.

29 new insurance claims were received and processed o 11 - Public Liability Plant (Broken Windscreens and panel damage as a result of

stones or foreign objects) o 8- Motor Vehicle o 7 - Public Liability Personal Injury o 1 - Professional Indemnity o 2 - Public Liability

Internal advice on governance matters included: o 5 Delegations o 15 Insurance o 1 General Governance

Performance and Risk

The Operational Plan 4th Quarter Review was completed in preparation for adoption in September 2015.

Business Continuity planning has continued, with Phase 1 of the project being executed this month. This has involved stakeholder workshops for the Gordon Street Administration Building, 42 Wellington Street and the Paget Depot. Additionally, the business continuity framework and plan templates have been developed and a first round review complete.

The annual review of the Strategic Risk Register has commenced along with the development of the status report for 1 January - 30 June 2015. This exercise has involved some minor improvements to the review and reporting process, with a view to broaden these improvements moving forward as part of the wider enterprise risk management review as required by the 15/16 Operational Plan and also the Audit Risk and Advisory

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Committee. Each document has been compiled in preparation for a review exercise with Directors on 18th August 2015 in preparation for presentation at the next Audit Risk and Advisory Committee meeting on 4 September 2015.

This month saw the completion of InControl training with a total of 539 staff trained over 63 hours during the month. This sets the organisation in good stead for corporate rollout of the software in August as scheduled.

Work continues with the Project Manager in finalising details for the custodianship of Enterprise Project Management Framework.

The following WHS initiatives were also progressed: o Emergency Control Organisation (ECO) requirements continue to be

investigated with the next round of outcomes being presented to the WHS Management Committee on 6 August 2015.

o Benchmarking has been undertaken in consideration of positions identified at-risk and requiring immunisations. Additionally, administrative and procurement processes for the proposed new immunisation regime are being finalised. The outcomes of this work are being presented to the WHS Management Committee on 6 August 2015.

o The WHS contractor management spot check procedures and supporting tools have been developed and are ready to go live in August 2015.

o Competency assessments for standard operating procedures have also now been developed and ready to go live in August 2015.

The requirements of the WHS Enforceable Undertaking remain on track for compliance by November 2015, with 24 of the 33 deliverables completed to date.

Internal Audit

The table below details the status of the Internal Audit schedule:

Audit Status - July 2015

Asset Management Framework Deferred to 2015/16

Delegations of Authority Completed

Contract Management Framework

Majority of field work for review is completed.

Human Resource process Completed

Infrastructure charging and calculation processes

Commenced; scheduled to be finalised in August 2015.

Plant utilisation Deferred to 2015/16

Outsourced management of swimming pools

Review completed – draft report being finalised

Managing social media risk Review is finalised and initial meeting to discuss recommendations conducted. Report currently being finalised.

Rates Commenced; scheduled for completion in September 2015

Travel expenditure and authorisation

Review completed; report being finalised

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Internal Audit Plan 2015/16 has been reviewed and adjusted for audits carried forward from 2014/15 and emerging priorities for 2015/16 including development of fraud risk assessments.

Some research continues to be undertaken by internal audit in regard to a Public Interest Disclosure investigation

Audit Actions Register as at 31 July 2015 distributed for submission to SLPT

Audit and Risk Advisory Committee (ARAC) self-assessment questionnaire was compiled and distributed to members for completion. Results of questionnaire will be collated and presented to next ARAC meeting on 04 September 2015.