office of mayor and ceo - mackay council · there was also a presentation by the newly appointed...

Office of Mayor and CEO Monthly Review

Period - July 2019

Office of the Mayor and CEO Monthly Review > July 2019

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

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

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

1.3. LAG INDICATORS ........................................................................................................... 9

1.4. Definitions ........................................................................................................................ 15

KEY INITIATIVES .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 16 2.1. Summary of key projects and initiatives ...................................................................... 16

2.2 Summary of key projects and initiatives – Key Capital Projects .............................. 18

2.3 Summary of key projects and initiatives – Key Economic Stimulus/Liveability Initiatives .......................................................................................................................... 21

2.4 Cyclone Debbie Update ................................................................................................. 22

2.5 Renewable Energy – Small Scale Solar Installation ................................................. 23

GREATER WHITSUNDAY COUNCILS OF MAYORS (GWCoM'S) . . . . . . . . . . . . . . . 27 3.1. Greater Whitsunday Council of Mayors (GWCoM’s) – formerly Whitsunday

Regional Organisation of Councils (WROC) .............................................................. 27


OVERVIEW This report is for the Office of the Mayor and CEO for July 2019. 2018/29 year has been a very busy one for MRC and while many key initiatives and projects such as the MARC were successfully completed, it was a year of preparing for the future as well. The Corporate Plan, Business Plans and Operational Plans summarise the extent of work that was undertaken across MRC for the year. Key achievements were: o We achieved a lost time injury frequency rate of 1.1 for the year and 1.4 on rolling average

with two LTI’s. It is great to see less of our employees being injured at work. o The financial management within the organisation is of a high standard with the final result

of the year estimated to be a $0.5M deficit which is an outstanding result given the changes and challenges throughout the year.

o Key functional areas of the organisation have been focused on during the year particularly

around our asset management strategies, people and culture initiatives and our risk and governance frameworks. These initiatives will hold Council in a good position going forward.

o Tropical Cyclone Debbie was over two years ago however finally we have been able to

complete the major restoration works at Lamberts and Midge Point Beaches. The final product is excellent, and we thank all the residents of those areas for their patience while these major projects were completed.

o The new Capital Directorate was introduced in the year and while we are still finalising the

end of year results it is clear that we have performed at a higher level overall than any other year and the process and structure is and will improve the way we deliver our capital going forward.

o Key future projects such as the Priority Development Area, Mountain Biking project,

Resource Centre of Excellence and Northern Beaches Community Hub have progressed well during the year and are at varying stages of project development/delivery however all are exciting outcomes for the community as we move into 2019/20.

2019/20 will be another busy one as we have set ourselves ambitious targets to improve our service levels for our ratepayers at a cost sustainable level while continuing to build regional confidence and prosperity.


SAFETY 1.1. Overview During the quarter, there were no lost time injuries (LTIs), which is a very positive result. The last recorded LTI was in September 2018. We have now achieved nine months LTI free for the organisation.

For the 2018-19 year; 2 lost time injuries were recorded, with a total of 31 days lost. Whilst this is still two injuries too many, the council’s LTI frequency rate is at its historic lowest and significantly lower than all other comparable councils.

Our performance on our lead indicators was generally positive although more effort will need to be put into completing safety corrective actions on time.

• The target of 100% of hazard inspections completed on time was met.

• Completion of monthly action plan (MAP) items exceeded the 90% target.

• Eighty-two percent of safety corrective actions were completed on time. This is a decrease on the previous quarter, when 85% were completed on time. This will remain a focus to ensure the 95% target is met in the future.

Safety activities conducted during the quarter included:

• Good progress has been made through a cross-program working group to implement the project to reform the safety aspects of contractor management.

• The review and amendment of WHS procedures is continuing, as part of ‘THE HUB’ project.

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

• A WHS Team member attended a WHS legal conference hosted by a leading Queensland based practice. Topics included incident investigation and management, recent WHS prosecutions and potential changes to WHS legislation following recent review. There was also a presentation by the newly appointed Queensland WHS Prosecutor.

• In conjunction with WHS Queensland (WHSQ), MRC facilitated a presentation from an occupational hygienist on respirable crystalline silica (RCS) which is a priority focus of the regulator. The focus is on crews who cut and / or grind concrete.

• Arranged for 98 staff to undertake fit testing of respiratory protective equipment (RPE) for those who are required to wear this PPE.

• MRC hosted the Regional Safety Exchange – a meeting of safety teams from other local authorities in our region. These meetings provide the opportunity to network and share learnings to improve safety outcomes in our organisations. The CEO opened the meeting and Tim Henderson (Mackay Operations Manager) from WHSQ provided an update on their recently introduced compliance and enforcement program.

• Tim Henderson also provided a WHSQ update to the MRC Management Team.

• The WHS Management Committee each Departmental Health and Safety Committee met.

• Provided a high level of support to injured workers – including accompanying on doctor visits

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

• The three-year Safety Strategy and Action Plan was rewritten as part of its annual review and will be circulated for consultation in July.

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


1.2. Lead Indicators

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

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

At a department-level the results were:

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

100% • Organisational Services: 100%

Manager Safety Interactions Undertaken This graph shows the percentage of members of

the management team that have undertaken at least six safety interactions.

Whilst not recorded here, the layer of management below program managers are continuing to undertake safety interactions, with a target of three per quarter.

Monthly Action Plan (MAP) Completed This graph shows the percentage of MAP items

completed in the quarter.

The purpose of the MAP is to implement and monitor key actions identified in the WHS Management System Plan.

Corrective Actions Completed on Time Corrective actions are raised following an

incident, hazard inspection, hazard report, or as an action from a WHS meeting.

Performance in this area has decreased from the previous quarter when 85% of actions were completed on time. Further investigation and follow-up will be undertaken to ensure that performance continues to improve.


Hazard Inspections Completed

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

Monthly Action Plans Completed


Lead Indicators Break-up by Program Details for each Department and Program are shown in the table below.

Department / Program Hazard Inspections

Manager Safety Interactions

Monthly Action Plan (MAP)

Corrective Actions

¼ Actual

¼ Target

% Achv’d

¼ Actual

¼ Target

% Achv'd

¼ Achv'd % of CA’s actioned

on time

Capi

tal W

orks

CW Management 0 0 100% 6 6 100% 100% 0%

Major Projects 0 0 100% 6 6 100% 100% 100%

Field Services 8 8 100% 6 6 100% 100% 100%

Contract Services 0 0 100% 7 6 100% 100% 100%

Portfolio Management 0 0 100% 6 6 100% 100% 100%

Design Services 1 1 100% 6 6 100% 97% 100%

Total 9 9 100% 37 36 100% 99% 67%

Com

mun

ity &

Cl

ient

Ser

vice

s

CCS Management 0 0 100% 8 6 100% 100% 100%

Corporate Communication 0 0 100% 7 6 100% 100% 100%

Community Lifestyle 8 8 100% 7 6 100% 100% 92%

MECC & Events 0 0 100% 6 6 100% 100% 100%

Emergency Management 2 2 100% 3 3 100% 100% 100%

Health & Reg Services 3 3 100% 6 6 100% 100% 75%

Total 13 13 100% 37 33 100% 100% 92%

Deve

lopm

ent

Serv

ices

DEV Management 0 0 100% 7 6 100% 100% 100%

Development Engineering 0 0 100% 10 6 100% 100% 100%

Development Assessment 0 0 100% 6 6 100% 100% 100%

Parks 23 23 100% 9 6 100% 100% 59%

Strategic Planning 0 0 100% 6 6 100% 100% 100%

Economic Development 1 1 100% 6 6 100% 79% 78%

Total 24 24 100% 44 36 100% 96% 72%

Engi

neer

ing

& C

omm

erci

al

Infr

astr

uctu

re

ECI Management 1 1 100% 15 12 100% 100% 83%

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

Civil Operations 15 15 100% 7 6 100% 100% 93%

Business Services 1 1 100% 6 4 100% 100% 100%

Waste Services 3 3 100% 6 6 100% 78% 100%

Water Network 8 8 100% 7 6 100% 92% 100%

Planning & Sustainability 1 1 100% 6 6 100% 100% 100%

Water Treatment 3 3 100% 9 6 100% 98% 100%

Asset Management 0 0 100% 6 6 100% 100% 100%

Total 33 33 100% 69 58 100% 96% 96%

Org

anis

atio

nal S

ervi

ces

ORG Management 1 1 100% 7 6 100% 100% 60%

Financial Services 1 1 100% 6 3 100% 100% 100%

Shared Services Centre 2 2 100% 6 6 100% 100% 100%

Procurement & Plant 2 2 100% 9 6 100% 87% 100%

Property Services 4 4 100% 6 6 100% 100% 66%

Governance & Safety 0 0 100% 6 6 100% 100% 100%

People & Culture 1 1 100% 6 6 100% 100% 100%

Office of the Mayor & CEO 0 0 100% 6 6 100% 99% 100%

Executive Officer 0 0 100% 6 6 100% - 100%

Total 11 11 100% 54 45 100% 98% 72%


Corrective Action Status Report

Department CAs

Outstanding (not yet due)

CAs Overdue % of active CA’s

overdue <30 days

30-60 days

60 -360 days

>12 months

Capital Works 8 0 1 4 0 38%

Community & Client Services 9 0 0 0 0 0%

Organisational Services 33 17 0 0 0 34%

Development Services 10 3 1 0 0 28%

Engineering & Commercial Infrastructure 9 0 0 0 0 0%

Mackay Regional Council 69 20 2 4 0 27%

This table above the corrective actions which are:

• Outstanding – that is active actions which are not yet due; and

• Overdue – that is active actions not completed by the ‘action due date’.


1.3. LAG INDICATORS Incidents and Injuries

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

The following injuries to MRC employees were reported in June:

• Grazed and cut fingers that were caught between folding partition panels. • A potential aggravation of a pre-existing (non-work related) injury while lifting. • Pain in shoulder while relocating a removable wall panel. • Strain in forearm while installing irrigation pipe. • Hip pain while lifting plants. • Rolled ankle while walking on uneven ground. • Leg injury after being struck by a steel splinter. • Bruised leg after slipping while alighting from a truck tray. • Cut finger while preparing food. • Head laceration after tripping on pedestrian island while crossing the road.

Asset damage incidents reported in June included vehicle incidents resulting in minor damage and damage to water services concealed in long grass.

Near miss incidents reported in June included two instances where members of the public ignored traffic controller signs and instructions and drove through a work site.

Incidents involving contractors in June included non-work related medical condition, verbal abuse from a member of the public and minor vehicle incidents.

In June, a volunteer reported a minor eye injury when plant foliage went behind their safety glasses.

Incidents involving members of the public reported in June included anti-social behaviour at a library, a child cutting their finger while playing and a child hurting their fingers in a door.

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


Workers Compensation Claims Costs

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

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

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

Injury Frequency Rates 12 month rolling average

There were no lost time injuries reported within the quarter.


Thirteen recordable injuries were reported during the quarter.

During the quarter, there were 30 incidents which resulted in an injury to a MRC employee.


Duration Rates 12 month rolling average

This graph shows the relative severity of injuries as represented by the average of days lost for each lost time injury. It is calculated by dividing the number of days lost by the number of LTIs over a rolling 12-month period.

Lost Time Injury Frequency Rate Comparison

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

MRC has recorded two LTIs. This has resulted in a LTI frequency rate of 1.1, which is below the All Group E Councils rate and MRC’s rate at the same time last year.

Legend

MRC This year

All Group E Councils

This year

Last year Last year


Lost Time Injuries and Days Lost

Department 2014-15 2015-16 2016-17 2017-18 2018-19

LTI Days Lost LTI

Days Lost LTI

Days Lost LTI

Days Lost LTI

Days Lost

Capital Works Community & Client Services 1 11 2 4 3 6 1 1 1 18 Organisational Services 1 4 2 25 Development Services 4 164 3 29 3 55 1 13 Engineering & Commercial Infrastructure 14 304 5 158 1 13 6 83 1 13 Mackay Regional Council 19 479 11 195 7 74 10 122 2 31

For the 2018-19 year, two lost time injuries have been recorded:

• While removing a guide post, a worker felt pain in the groin area, later identified as a hernia. Following surgery, eight days were lost in August. A further 5 days were lost in September as the worker recovered.

• While unpacking a stack of chairs, a worker suffered a knee injury when the stack fell forward and hit his knee. 18 days were lost as the worker recovered.

* The insurer has recently approved an additional historic claim from a casual employee due to a revised interpretation of the policies that applied at the time.


WHS Incident Summary

Department / Program Incident Data (4th Quarter) Incident History 2017-18 financial year (YTD)

LTI TRI All

Injury Near Miss

AD NSM

Total Incidents

LTI TRI All

Injury Near Miss

AD NSM

Total Incidents

Capi

tal W

orks

CW Management

Major Projects

Field Services 1 3 4 1 2 1 11 7 21

Contract Services 1 1 1 1 3 4

Project Management

Design Services 1 1 1 1

Total 1 1 4 6 2 3 2 11 10 26

Com

mun

ity &

Cl

ient

Ser

vice

s

CCS Management

Corporate Comm. 1 1

Community Lifestyle 2 3 12 17 1 6 8 4 27 45

MECC & Events 3 5 1 3 9 1 7 15 2 2 6 25

Emergency Manag. 1 1 2 2

Health & Reg 1 1 1 2 1 6 9

Total 3 8 3 2 15 28 1 9 26 11 12 33 82

Deve

lopm

ent

Serv

ices

DEV Management

Development Eng

Development Ass 1 1

Parks, 7 10 3 10 4 27 18 46 8 57 9 120

Strategic Planning

Economic Dev 1 2 3 2 3 2 7

Total 7 11 5 10 4 30 18 49 11 59 9 128

Engi

neer

ing

& C

omm

erci

al

Infr

astr

uctu

re

ECI Management

Tran Drain Infra Plng 1 1 2 1 2 1 1 5

Civil Operations 1 6 5 21 3 35 1 9 22 7 73 7 109

Business Services 1 1 1 1

Waste Services 10 10 32 32

Water Network 3 3 3 7 6 10 3 26

Planning & Sust 1 1 2 2

Water Treatment 1 1 1 3 4

Assets Management 1 1

Total 1 8 6 26 13 53 1 12 33 16 88 43 180

Org

anis

atio

nal S

ervi

ces

ORG Management

Financial Services 1 1 1 1

Shared Services 1 1 1 2 2 2 3 5

Procurement & Plant 1 1 1 2 3 3 2 5

Property Services 1 3 4 1 1 10 12

Governance & Safety 1 1 2 2 1 5

People & Culture 1 1

Office of the Mayor & CEO

1 1 1 1

Total 2 3 2 2 4 11 5 8 6 5 11 30


1.4. Definitions Incident Hierarchy

Incident Definitions Incident Any unplanned event resulting in or having a potential for injury or ill health. Lost Time Injury (LTI) A work injury that results in a fatality, or an inability to work at least one full day / shift

or part of a day / shift, any time after the day / shift in which the injury occurred. As determined by the treating doctor.

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

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

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

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

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

Recordable Injury (RI) Incidents that result in a LTI, SDI and MTI. Lost time injury frequency rate (LTIFR)

The number of lost-time injuries per million hours worked. Calculated as follows: No of LTI x 1,000,000 total hours worked during period

Total Recordable Injury Frequency Rate (TRIFR)

The number of recordable injuries per million hours worked. Calculated as follows: No of RI x 1,000,000 total hours worked during period

All Injury Frequency Rate (AIFR) The sum of RIs and FAIs per million hours worked. Calculated as follows: No of injuries x 1,000,000 total hours worked during period

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


KEY INITIATIVES

This section provides a summary of key initiatives linked directly to the Office of the Mayor and CEO for 2018/19. Many of these initiatives utilise staff and resources from key areas of the business however are not necessarily reported through Standing Committee reports.

2.1. Summary of key projects and initiatives

Strategy Action Measure

Start

Date

Est

Complete

Date

Status Comments

People & Culture

Implement industry-leading people management practices including recruitment, training and development, performance management, and workforce planning.

• Implement a plan for the use of workforce planning, succession planning and talent management tools and framework

• Reshape the Council

approach to recruitment and selection to improve the quality of successful candidates

• Assess the Human

Resource Information System functionality and review processes to provide a platform for accurate, relevant and easily trackable employee information for better people management decision making

Jul 18

Jul 18

Jul 18

May 18

Mar 19

Jun 19

Complete. Complete. Initial assessment has been completed and well advanced on detailed scoping

Financial Governance

Meet or better 18/19 budget targets for operational and capital. Ensure LTFF data and information is sustainable and accurate.

• Ensure revenue and costs are as per budget or better.

• Embed Continuous

improvement culture with initiatives such as First principles review of Council operations

• Improve accuracy of LTFF forecasts to ensure minimal increases for ratepayers into future with sustainable outcomes.

• Undertake a rates review of all rating categories

• Meet business budget target. Stretch target to achieve/exceed full year budget

• Identify > 30 cost

saving initiates for year that can be reviewed as part of 19/20 budget.

• Review and optimise

LTFF with greater accuracy on future capital forecasts.

• Initial review

undertaken by Nov

Jul 18

Jul 18

Jul 18

Jul 18

Jun 19

May 19

Jun 19

Complete Complete Complete. 2019/20 LTFF now complete and briefing held with Councillors. Complete



Start

Date

Est

Complete

Date

Status Comments

18 and discussed with Council. Further work then to prepare for 19/20 budget inclusions.

Nov 18 (stage 1)

Capital Delivery

Improve capital delivery and associated planning outcomes efficiency

Deliver the capital works program for 18/19 as planned and introduce future years planning structure and review.

• Percentage of the capital works program including carry-overs completed against the original budget including carry-overs considering scope changes, contingency and project savings and new or deferred projects – 90%

• Implement new capital delivery structure with improved delivery outcomes.

• Implement project planning processes and structure for identification and works for future years (years 2 and beyond from current) capital programs

Jul 18

Jul 18

Jul 18

Jun 19

Mar 19

Jun 19

Complete – Completed exceeds 90%

Complete

Complete

Improved asset Management

• Ensure that asset management aligns to the council's strategic direction and that effective asset management practices are in place to optimise the use of council's assets required to deliver services to the community.

• Provide oversight and strategic guidance to ensure that assets, property and plant are managed appropriate to the required service delivery standards.

• New and revised asset management systems and structure to support are implemented and operational

* A detailed Asset management strategy and action plan be finalised

• Maintenance management activities are transitioned into the corporate Asset Management System

Jul 17

Jul 18

2017

Jun 19

Jun 19

Dec 18

Complete. Asset Strategy approved by Council in March and restructure took affect from 1 April. Further development of detailed asset plans underway. As agreed with council detailed plan being brought forward by August. Complete Complete.



Start

Date

Est

Complete

Date

Status Comments

Environmental Sustainability

Promote sustainable practices and respond to climate change in council’s operations.

Complete the renewable energy solar initiative project on budget and on time.

Jul 17

Mar 19

Majority of sites completed, with some finished site install waiting for connection. Detailed later within this report

Disaster Preparedness

Build community preparedness and responsiveness to emergencies and natural disasters

Develop and implement a Disaster Communications Working Group Action Plan to improve disaster communications in response to the Disaster Communications Review

Develop a Community led SES Management Template

• Complete all 2018/19 Disaster Communications Working Group action outcomes

• Complete SES Strategic Directions Group trial as per agreed MRC/QFES actions and agree future way forward.

Jul 18

Nov 17

Jun 19

Mar 19

Complete. Actions from recent bushfire event now added to list. Further meeting of Group held on 7 June. Now expecting group to finalise major strategy outcomes by August 2019 and briefing planned with Councillors in late July.

Environment

Increase recycling and reuse by diverting waste from landfill and raising community awareness to reduce the costs of providing waste services, gain the economic advantages pf producing material for reuse and reducing the impact on the environment

• Monitor and report the impacts of the current change to markets and government policy on MRC’s recycling service. Develop and agreed strategy on way forward.

Jul 18 Jun 19

Completed - Operator continuing to meet targets for sale of products.

Community Pride

Provide a Strategic volunteer program delivering a range of opportunities for residents to contribute to the development of their community through volunteering

• Implement the recommendations of the review of management and administration of our volunteers

Jul 18 Jun 19 Complete.

2.2 Summary of key projects and initiatives – Key Capital Projects


Start

Date

Est

Complete

Date

Status Comments

Economy – Activation of the Mackay Waterfront

• Work in Partnership with the community, government agencies and other stakeholders to deliver an urban waterfront Priority Development Area (PDA)

• Prepare the Mackay Waterfront PDA Development Scheme and continue with concept designs and development facilitation in the PDA area.

2017 Jun 19 Development scheme approved by State in May 2019 Progression of key design focus on track including review of current development applications etc. Masterplan process well advanced



Start

Date

Est

Complete

Date

Status Comments

• Enhance the aesthetic

and recreational aspects of the Pioneer River and Binnington Esplanade.

• Complete Queens

Park and BWL State funding ($8.8M) project by Dec 2019

Complete. Project now handed to Capital Delivery Directorate for delivery.

Mackay Regional Sports Precinct

Complete Project and appoint Operators

• Commence construction of new sports precinct prior to December 2017 with final completion achieved by Feb 2019.

Jan 17

Feb 19

Complete. Facility was opened on 9 March.

The Sugar Bowl Complete project • Complete project on time and on budget.

Mar 18 Sep 18 Project completed, with official opening 21 September.

Camilleri Street Park Upgrade

Advocate, seek funding, commence works and complete key projects linked to the promotion and liveability of the Mackay region

• Finalise work scope and deliver first stage of Park upgrade as per approved funding

Jul 18 Jun 19 Detailed design complete. Tender for major component awarded with remainder of scope being finalised in May. On track for completion by end 2019.

Resource Centre of Excellence


• Funding approval for $3.6M received from State government in late 2017 and to be constructed and operational by Dec 2019.

Mar 18 Dec 19 State Funding agreement finalised. Detailed design commenced and operating agreement with RIN nearing completion. Tenders will go out in July

Works for Queensland

Plan for delivery of public infrastructure and services to match the needs of our changing population

Identify and complete initial planning and costing detail for the State approved 2019-2021 W4Q funding from 2019 onwards

• Complete identified and approved projects under the Works for Queensland (W4Q) Round 2

• Identify projects for

completion

Nov 17

Dec 18

Jun 19

May 19

All identified projects for completion on track in Round 2, with an extension of 1 month granted by State for 3 projects to ensure completion. Completed - Round 3 funding list of projects has been approved.

Shovel ready Projects

Develop key projects to Shovel Ready status

• Nine key projects have been identified by Council for development to shovel ready stats in 2018/19

Northern Beaches Community Hub

May 17

Jun 19

Land options review briefing to Council 19 June 2019. Election



Start

Date

Est

Complete

Date

Status Comments

Sarina CBD Revitalisation

Mountain Biking

Aquatic Facilities/Wave Pool

New Mackay Animal Facility

Driver Education Facility

Mirani Heritage Precinct

Sarina Sugar Shed Business Analysis

2017

2017

2017

2018

2018

Mar 18

Jul 18

Jun 19

Jun 19

Jun 19

Jun 19

Jun 19

Jun 19

Jun 19

commitment of $6.5M approved for this project

Draft business case now complete for possible future funding. Awaiting to brief council on way forward. Mountain Bike Strategy endorsed by Council in February. Feasibility study underway and land tenure issues being worked through. On track

Completed - EOI for Wave Pool facility report being presented to Council meeting 10 July

Currently building off initial concept design work and identifying scope and costs options and operating model options. Complete.

Initial high-level Concept plan options and costings have been completed. Preparing Concept phase plans now Project behind schedule. Review will commence with assistance by external consultant as soon as practical.



Start

Date

Est

Complete

Date

Status Comments

Brewers park Masterplan Jul 18 Jun 19 Review of previous

masterplan commenced with drainage projects major priority as part of 19/20 budget projects.

2.3 Summary of key projects and initiatives – Key Economic Stimulus/Liveability Initiatives


Start

Date

Est

Complete

Date

Status Comments

Regional Identity

Working Together with Neighbouring Councils

Maximise the opportunities through active participation in the Greater Whitsunday Region of Mayors to build strategic alliances, advocate on regional priorities and collaborate to capitalise on opportunities for joint cost savings and improve service delivery

• Number of active/successful ventures through NAS or other mechanisms of 6

Jul 18

Jun 19

Complete - Current initiatives include shared funding for representative to LGAQ international waste study tour, WIM Alliance, regional Waste review group, opening up Galilee Basin promotion, and planning for joint deputations.

Economy/Tourism

Support for Key Stakeholder organisations

Support and continue to work closely with;

- GW3

- MTL

- RIN

- RDA

Jul 18 Jun 19

Agreed to support through funding GW3 until mid-2019, with post June 2019 funding being confirmed. BWL second MTL site approved with detailed design complete and tenders out. Working with RIN on Resource Centre of Excellence.

Economy – Partnerships for a diversified Economy

• Champion the growth of globally competitive local industries by working with industry stakeholders.

• Support the economic development and viability of the Region by implementing the Mackay Regional Council Economic Development Strategy 2015 – 2020 in

• Develop an updated Mackay Region Economic Strategy 2020 – 2025

• Identify opportunities to attract co-investment in regional priorities and strategies from State and Federal

Nov 18

Jul 18

Jun 19

Jun 19

Consultant engaged and scope agreed with Councillors in June. Will be a 19/20 project

Working through agreed list of regional projects (below) and MRC shovel ready projects. • Biosecurity Focus • Cyclone Shelter

options



Start

Date

Est

Complete

Date

Status Comments

partnership with key stakeholders.

Qantas Regional Flight Academy

Governments and the private sector through Strategic partnerships

• Mackay submitted an EOI to home the Qantas Regional Flight Academy. Mackay is in the final 9 cities.

Jun 18

Jun 19

• Mackay Ring Road stages 2/3

• Support for Universities

• Bio products and bio fuel initiatives

Little change since last report. Toowoomba announced during September as the first appointed site. Work continues in earnest to secure remaining 2nd site.

Liveability/ promotion of region


Recreational Fishing Strategy

2018 Jun 19 Heavy focus on fishing infrastructure currently with other strategy outcomes being developed. Funding application successful under BBRF for $2.938M total project for boat ramp infrastructure upgrades

On Track Potential Issues Definite Issue

2.4 Cyclone Debbie Update Cyclone Debbie - Road Works (Category B & D) Repairs to landslips on Dalrymple Road are substantially complete and there is about 2 weeks works left to be completed on Chelmans Road. The contractor, Vassallo Constructions, temporarily stopped work due to other work commitments and will return to site in early July and complete the works by the end of July. Grading and gravelling of the damaged sections of the unsealed road network has been completed. Other restoration works have also been completed. The construction of the Clews Road floodway and the associated fish ladder is under construction has been completed. Cyclone Debbie - Beach Restoration (Category D & Resilience) The Midge Point sand nourishment has been completed. The revegetation has been completed with watering and maintenance to continue to September. The realigned fencing has been substantially completed with the balance of the fencing to be undertaken in July. The two


vehicular beach accesses have been delayed due to the extended delivery time for the recycled plastic planks, but the contractor expects to complete the works in early August. The Lamberts Beach sand nourishment has been completed. The revegetation and fencing works are in progress and will be completed in early July. Plant watering and maintenance will continue to September. Some minor drainage works will be undertaken in July to minimise surface runoff onto the beach. The required prescribed tidal works and marine park permit applications for reconstruction of the vehicular beach accesses at Cape Hillsborough and Haliday Bay were lodged in April. The marine park permits have been received and the PTW permits, after some unexpected delays, are expected in early July. The works are proposed for late July after the school holidays. The detailed design of the St Helens Beach groyne project ($0.24M) has been finalised and the necessary permit applications have been lodged. After some queries from State Government departments, it is now expected that the permit will be issued in late July. This delay has pushed the construction commencement into August 2019.

NQ & FNQ Monsoon Trough – Road Restoration Works

Emergency repair works totalling $540k have been undertaken on damaged sections of the road network. $120k was spent on Dalrymple Road. The funding submission for these works is being prepared and will be forwarded to the Queensland Reconstruction Authority (QRA) in July.

A preliminary assessment of damage to the unsealed road network indicates that approximately 47km of road will require grading and gravelling repairs. Detailed inspections and assessment are in progress and the detailed submission will be sent to QRA in July.

The geotechnical report detailing the cause and extent the landslips and restoration options has been completed. The estimated cost of the restoration is approximately $2.8mil. The detailed submission will be sent to QRA in early July.

The concept design and estimate for the restoration of the Boundary Creek causeway on Doughertys Road has been completed. The estimated cost of the restoration is approximately $0.9mil. The detailed submission will be sent to QRA in early July.

2.5 Renewable Energy – Small Scale Solar Installation

Following EOI and Tender processes, Council awarded contract MRC 2018-038 to Akcome Power Pty Ltd at its meeting of 9th May 2018.

Since that time the associated panels, inverters and ground mounts have been ordered and supplied.

Given that a number of the ground mounted sites involved critical infrastructure facilities such as water and sewerage treatment plants, the contract terms designated the responsibility for trenching etc through these sites to remain with Council.


The below table confirms the current status of all sites.

Unknown site conditions (rock and buried concrete) has caused some minor delays at ground mounted sites, with roof clamps for Mackay Admin and MECC now received but delayed through Customs. The project overall is expected to exceed initial budget by a small amount due to changes in electrical qualifications to install, change in scope of one ground based site and allocation of overheads internally from the capital directorate. Whilst the majority of the panel installs will be completed by 30 June, connection to more critical sites such as waste water treatment plants requires co-ordinated shut-downs for connection. Investigations, including preliminary shut-downs, have occurred at complex water and waste water sites (ie treatment plants and pump stations). Necessary plans and full-shut-downs for connections being progressed noting the need to schedule around maintaining site operation.

Site Size Status

1 Bluewater Lagoon 25kw Completed

2 Paget Laboratory 30kw Solar install Completed – pending Council electrical switch-board works scheduled for post 11 July when Ergon connection occurs

3 Sydney Street Pump Station 12kw Solar install Completed – pending site ‘shut-down’ as critical infrastructure now scheduled for July

4 Sarina Admin 16kw Completed

5 Mt Basset SPS 30kw Solar install Completed – pending site ‘shut-down’ as critical infrastructure now scheduled for July

6 Gordon White Library 50kw Completed

7 Paget WTS 50kw Completed

8 The Dome 30kw Completed

9 Artspace 100kw Completed

10 Paget Depot 100kw Completed

11 Wellington Street Admin 45kw Completed

12 Pioneer Swim Centre 12kw Solar install completed awaiting Council electrical contractors to amend switchboard


13 Mackay Admin Building 70kw Inverters installed. Specialist clips delayed, however now received and installed ready for panel install scheduled for completion 17 July

14 MECC – Auditorium 70kw Inverters installed. Specialist clips delayed, however now received and installed ready for panel install scheduled for completion 17 July

15 MECC – Convention Centre 100kw Inverters installed. Specialist clips delayed, however now received and installed ready for panel install scheduled for completion 17 July

16 Mirani Depot 40kw Solar install completed awaiting Council electrical contractors to amend switchboard

17 Mirani STP 170kw Civil works completed for screws and mounts, panels being installed early July

18 Sarina STP 80kw Completed

19 Mackay Nth Sewerage Treatment Plant

200kw Panels installation completed – Connection scheduled with July shut-down

20 Mackay South Sewerage Treatment Plant

200kw Panels installation completed – Connection scheduled with July shut-down

21 Nebo Rd Water Treatment Plant

300kw Panels installation completed – Final civil trenching being finalised with connection scheduled with July shut-down


Photo of Mackay Administration Building Roofing with clips installed ready for panels


GREATER WHITSUNDAY COUNCILS OF MAYORS (GWCoM'S)

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

Joint group in conjunction with the Councils of Isaac and Whitsunday. Membership involves the Mayor and CEO of each of the three (3) Councils, supported by various staff from applicable Councils. A CEO’s Group has been established as part of the GWCoM’s. The intent of this group is to handle the more Council ‘business’ matters and look for possible synergies between Councils at CEO level and allowing focus on higher level and strategic issues for the region by the wider group. A CEO’s Group teleconference meeting was held Friday 14 June 2019 in preparation for the upcoming GWCoM’s meeting. With bi-monthly meetings, the last standard GWCoM’s meeting was held 27 June 2019 in Mackay, with the next scheduled meeting planned for 14 August 2019 to be held in Bowen in conjunction with the Northern Alliance of Councils conference. The GWCoM’s meeting on 27 June included a number of attendees presenting on regular

updates. These included – • Department of State Development, Manufacturing, Infrastructure and Planning (DSDMIP) • Regional Development Australia Mackay-Isaac-Whitsunday Inc. (RDAMIW) • Department of Premier and Cabinet (new local appointee) • GW3 • LGAQ The LGAQ update included points on –

1. Local Government Electoral (Implementing Stage 2 of Belcarra) and Other Legislation

Amendment Bill 2019 2. State Government Budget 2019/20 3. Federal Election Campaign 4. National Redress Scheme for Institutional Child Sexual Abuse 5. Waste Update 6. Council Comparison Tool 7. LG Sherlock 8. Queensland Climate Resilient Councils Program (Q CRC)


9. Reef Councils Major Integrated Projects (MIP) – Wastewater Stewardship Strategic Assessment funded

10. Trade and Investment Initiatives 11. NRM Governance Arrangements Project 12. ‘Timber Creek’ native title compensation case 13. 2019 LGAQ Annual Conference 14. LGAQ Submissions Update The meeting also saw the attendance of Ian Macfarlane, CEO of the Queensland Resources Council(QRC), for the signing of the MOU between the GWCoM’s and QRC. This saw a number of media in attendance. Next Stages The schedule for GWCoM’s meetings has been set for 2019 with the next meeting listed for 14 August 2019 to be held in Bowen in conjunction with the Northern Alliance of Council conference.

office of mayor and ceo - mackay council · there was also a presentation by the newly appointed...

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