vicki lukritz 3810 6221 - city of ipswich · vicki lukritz 3810 6221 9 august 2018 sir/madam notice...

VML:MB

Vicki Lukritz

3810 6221

9 August 2018

Sir/Madam

Notice is hereby given that a Meeting of the CITY MANAGEMENT FINANCE AND COMMUNITY ENGAGEMENT COMMITTEE is to be held in the Council Chambers on the 2nd Floor of the Council Administration Building, 45 Roderick Street, Ipswich commencing at 11.30 am or10 minutes after the conclusion of the Economic Development and Digital City Committee, whichever is the earlier on Tuesday, 14 August 2018.

MEMBERS OF THE CITY MANAGEMENT, FINANCE AND COMMUNITY ENGAGEMENT COMMITTEECITY MANAGEMENT, FINANCE AND COMMUNITY ENGAGEMENT COMMITTEE

Councillor Wendt (Acting Mayor) and(Chairperson)

Councillor MorrisonCouncillor TullyCouncillor SilverCouncillor StonemanCouncillor BromageCouncillor MartinCouncillor PisasaleCouncillor IrelandCouncillor PahlkeCouncillor Pahlke

Yours faithfully

CHIEF EXECUTIVE OFFICER

CITY MANAGEMENT, FINANCE AND COMMUNITY ENGAGEMENT COMMITTEE AGENDA

11.30 am or 10 minutes after the conclusion of the Economic Development and Digital City Committee, whichever is the earlier on,

14 August 2018Council Chambers

Item No. Item Title Officer1 Allocation of Community Donations to 31 July 2018 COO(ASDCE)2 **Funding for Willowbank Area Group Inc COO(ASDCE)3 **Insurance Claims over $15,000.00 A/COO(FCS)4 Customer Service Activities Status Report – June 2018 A/COO(FCS)5 Month-End Performance – June 2018 A/COO(FCS)6 Motions for 2018 Local Government Association of Queensland

ConferenceA/COO(FCS)

7 Executive Secretariat Update CEO8 Assessment on Ipswich City Council’s (ICC) Progress Towards

Implementing the Annual Operational PlanCEO

9 Restructure of Executive Secretariat and Human Resources CEO10 Report – Policy and Administration Advisory Committee No. 2018(07)

of 7 August 2018-

11 Report – Employee Development Advisory Committee No. 2018(04) of 7 August 2018

-

LATE ITEM 12

Report – Audit and Risk Management Committee No. 2018(03) of 8 August 2018

-

LATE ITEM 13

**Amendment to Tender No. 13-14-327 – Site and Fill Management A/COO (WPR)

** Item includes confidential papers

CITY MANAGEMENT, FINANCE AND COMMUNITY ENGAGEMENT COMMITTEE NO. 2018(09)

14 AUGUST 2018

AGENDA

1. ALLOCATION OF COMMUNITY DONATIONS TO 31 JULY 2018

With reference to a report by the Community Grants Officer dated 30 July 2018 concerning the allocation of community donations for the period ended 31 July 2018.

RECOMMENDATION

That the report be received and the contents noted.

2. **FUNDING FOR WILLOWBANK AREA GROUP INC

With reference to a report by the Chief Operating Officer (Arts, Social Development and Community Engagement) dated 27 July 2018 concerning the funding for Willowbank Area Group Inc.

RECOMMENDATION

A. That one twelfth (1/12) of the annual payment from Ti-Tree Bioenergy be allocated to specific projects nominated by the Willowbank Area Group Inc and to fund the operating expenses of the Willowbank Area Group Inc.

B. That funds allocated to the Willowbank Area Group for operating expenses in any financial year not exceed the previous year’s audited operating expenses by more than 10%.

C. That a policy and supporting procedures be drafted to articulate the purpose of the Ti-Tree Bioenergy funds and acceptable guidelines for expenditure in alignment with the Court Order.

D. That an Agreement between Council and the Willowbank Area Group Inc be drafted to articulate roles and responsibilities of both parties.

3. **INSURANCE CLAIMS OVER $15,000.00

With reference to a report by the Chief Operating Officer (Finance and Corporate Services) dated 1 August 2018 concerning a summary of insurance claims over $15,000.00 currently being managed by Ipswich City Council’s public, product and professional indemnity insurers, Local Government Mutual (LGM) Queensland/Jardine Lloyd Thompson Pty Ltd (JLT).

RECOMMENDATION


4. CUSTOMER SERVICE ACTIVITIES STATUS REPORT – JUNE 2018

With reference to a report by the Strategic Client Office Manager dated 1 August 2018 concerning customer service delivery activities for the period 1 July to 31 July 2018.

RECOMMENDATION


5. MONTH-END PERFORMANCE – JUNE 2018

With reference to a report by the Business Accounting Manager dated 25 July 2018 concerning Council performance for the period ending 30 June 2018, submitted in accordance with Section 204 of the Local Government Regulation 2012.

RECOMMENDATION


6. MOTIONS FOR 2018 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND CONFERENCE

With reference to a report by the Administration Support Manager dated 24 July 2018 concerning proposed motions to be submitted to the 2018 Local Government Association of Queensland (LGAQ) Conference being held from 29 to 31 October 2018.

RECOMMENDATION

That Council approve the Part 2 Motions as detailed in Attachments A to F of the report by the Administration Support Manager dated 24 July 2018 to be submitted to the 2018 Local Government Association of Queensland Conference being held from 29 to 31 October 2018.

7. EXECUTIVE SECRETARIAT UPDATE

With reference to a report by the Chief Executive Officer dated 6 August 2018 providing an update on the Office of the Chief Executive Officer for the month of July 2018.

RECOMMENDATION

That the report providing the activities of the Office of the Chief Executive Officer be received and the contents noted.

8. ASSESSMENT ON IPSWICH CITY COUNCIL’S (ICC) PROGRESS TOWARDS IMPLEMENTING THE ANNUAL OPERATIONAL PLAN

With reference to a report by the Chief Executive Officer dated 1 August 2018 concerning an assessment of Ipswich City Council’s progress towards implementing the 2017–2018 Operational Plan.

RECOMMENDATION


9. RESTRUCTURE OF EXECUTIVE SECRETARIAT AND HUMAN RESOURCES

With reference to a report by the Executive Officer dated 30 July 2018 concerning the realignment of reporting lines for the Human Resource Branch to continue the focus on employee wellbeing across the organisation.

RECOMMENDATION

A. That the Executive Secretariat Branch be retitled to Office of the CEO.

B. That the proposed structure for the Human Resources Branch as outlined in Attachment B to the report by the Executive Officer dated 30 July 2018, be approved.

C. That the relevant Organisational Structure documents be amended to reflect the changes.

10. REPORT – POLICY AND ADMINISTRATION ADVISORY COMMITTEE NO. 2018(07) OF7 AUGUST 2018

With reference to the report of the Policy and Administration Advisory CommitteeNo. 2018(07) of 7 August 2018.

RECOMMENDATION

That the report of the Policy and Administration Advisory Committee No. 2018(07) of7 August 2018 be received, the contents noted and the recommendations contained therein be adopted.

11. REPORT – EMPLOYEE DEVELOPMENT ADVISORY COMMITTEE NO. 2018(04) OF7 AUGUST 2018

With reference to the report of the Employee Development Advisory CommitteeNo. 2018(04) of 7 August 2018.

RECOMMENDATION

That the report of the Employee Development Advisory Committee No. 2018(04) of7 August 2018 be received, the contents noted and the recommendations contained therein be adopted.

LATE ITEM12. REPORT – AUDIT AND RISK MANAGEMENT COMMITTEE NO. 2018(03) OF

8 AUGUST 2018

With reference to the report of the Audit and Risk Management CommitteeNo. 2018(03) of 8 August 2018.

RECOMMENDATION

That the report of the Audit and Risk Management Committee No. 2018(03) of8 August 2018 be received, the contents noted and the recommendations contained therein be adopted.

LATE ITEM13. **AMENDMENT TO TENDER NO. 13-14-327 – SITE AND FILL MANAGEMENT

With reference to a report by the Business Accounting and Asset Manager dated 1 August 2018 concerning the preparation of a tender consideration plan under section 230 of the Local Government Regulation 2012 to enable Council to enter into a large sized contractual arrangement with the existing supplier of contract 13-14-327 without complying with the requirements for written tenders under section 228 of the Local Government Regulation 2012.

RECOMMENDATION

A. That Council resolve to prepare a Tender Consideration Plan to enter into a contract with the existing supplier of tender 13-14-327 Site and Fill Management Services in accordance with section 230(1)(a) of the Local Government Regulation 2012.

B. That Council resolve to adopt the Tender Consideration Plan to enter into a contract with existing supplier of tender 13-14-327 Site and Fill Management Services set out in Confidential Attachment A to the report by the Business Accounting and Asset Manager dated 1 August 2018 in accordance with section 230(1)(b) of the Local Government Regulation 2012.

C. That Council resolve to enter into a contract with the existing supplier of tender 13-14-327 Site and Fill Management Services on similar terms and conditions as the expired contract and as described in the confidential reports of the Business Accounting and Asset Manager dated 1 August 2018.

D. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the contract to be executed by Council and to do any other act necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

E. That Council adopt the recommendations contained in Confidential Attachment B to the report by the Business Accounting and Asset Manager dated 1 August 2018.

** Item includes confidential papers

and any other items as considered necessary.

1

City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.2018 OAR: YESAuthorisation: Caroline McMahon

30 July 2018

M E M O R A N D U M

TO: COMMUNITY ENGAGEMENT MANAGER

FROM: COMMUNITY GRANTS OFFICER

RE: ALLOCATION OF COMMUNITY DONATIONS TO 31 JULY 2018

INTRODUCTION:

This is a report by the Community Grants Officer dated 30 July 2018 concerning the allocation of community donations for the period ended 31 July 2018 (refer to Attachment A).

Community donations received and endorsed by Councillors prior to 30 June 2018 were assessed under the Community Donations Policy, on the basis that they were submitted before the Mayoral and Councillor Discretionary Funding Policy came into effect on 1 July 2018. Those community donation applications received and endorsed by Councillors post-1 July 2018 have been assessed under the Mayoral and Councillor Discretionary Funding Policy.

All donations are required to be acquitted by the applicant within a three (3) month time frame. Acquittals received can be made available on request.

In accordance with section 202 of the Local Government Regulation 2012, information relating to allocated discretionary funds will be published on Council’s website and publically displayed, as required (refer to Attachment A).

BENEFITS TO COMMUNITY AND CUSTOMERS:

Provision of community donations supports Council’s commitment to enhancing the quality of life of its community, is consistent with and complements Advance Ipswich and Corporate Plan 2017–2022 Strategies and Goals by:

2

∑ Providing equitable access and avenues for all residents of Ipswich to participate and contribute to decisions made in their community.

∑ Encouraging residents to identify the needs of the community and provide a caring environment with particular attention to youth, families, people with a disability, older people, and people from cultural and linguistically diverse backgrounds.

∑ Increasing opportunities for active participation in community life.∑ Enhancing community belonging and pride.∑ Enhancing community capacity.

FINANCIAL IMPLICATIONS:

Funding for provision of community donations is contained in the Community Engagement Branch 2018–2019 budget.

ATTACHMENT:

Name of Attachment Attachment Attachment A - Community Donations Report

Attachment A

RECOMMENDATION:


Josie BerryCOMMUNITY GRANTS OFFICER

I concur with the recommendation contained in this report.

Abbey RichardsCOMMUNITY ENGAGEMENT MANAGER


Caroline McMahonCHIEF OPERATING OFFICER (ARTS, SOCIAL DEVELOPMENT AND COMMUNITY ENGAGEMENT)

Date Division Applicant Total Amt Description

25/07/2018 Citywide Ipswich Junior Grammar School $2,500.00 Bright Sparks Program

11/07/2018 Citywide Bremer State High School $500.00 2018 Instrumental Music Tour

25/07/2018 Citywide Redbank Plains Bears JRLFC $250.00 Laurie Spinner Shield U11s Townsville

25/07/2018 Citywide VITAL ProJeX $500.00 Culture Change Program - Rosewood State High School

23/07/2018 Citywide Cure Brain Cancer Foundation $500.00 Walk4brain Cancer 2018

19/07/2018 Citywide Tivoli Social Enterprises Limited $5,000.00 Ipswich Community Christmas Spectacular

11/07/2018 Division 1 Bremer State High School $500.00 2018 Instrumental Music Tour

25/07/2018 Division 1 VITAL ProJeX $250.00 Culture Change Program - Rosewood State High School

19/07/2018 Division 1 Springfield Christian Family Church Limited $500.00 Community Funday - in Support of Anti-bullying

23/07/2018 Division 1 Cure Brain Cancer Foundation $250.00 Walk4brain Cancer 2018

11/07/2018 Division 10 Mount Marrow State School P&C Association $198.00 Year 6 Graduation Books

11/07/2018 Division 10 Purga Elders and Descendants Aboriginal Corporation $550.00 Mowing for Fireworks Safety

11/07/2018 Division 10 Artisan's Co-op Rosewood Ltd $500.00 *Set-Up Costs for Not-For-Profit Co-op



11/07/2018 Division 2 Kruger State School P&C $2,000.00 Kruger's Got Talent Fundraising Event

25/07/2018 Division 2 Goodna Community Association $4,000.00 Goodna Jacaranda Festival 2018

25/07/2018 Division 2 Ipswich State High School $900.00 *Met West State Championships - Rugby Union

25/07/2018 Division 2 Redbank Plains Bears JRLFC $200.00 Laurie Spinner Shield U11s Townsville


25/07/2018 Division 2 Shiloh Church (Shiloh Christian Family Centre) $10,000.00 Western Gateway Christmas Carols


23/07/2018 Division 3 Cure Brain Cancer Foundation $1,000.00 Walk4brain Cancer 2018

11/07/2018 Division 4 Blackstone Girl Guides $3,990.00 Guide Trip to Bundaberg


18/07/2018 Division 5 Rivers of Life Christian Church $930.00 WHS Upgrade Community Sign

25/07/2018 Division 5 Tivoli State School P&C $10,000.00 Driveways for Drop off / Pick up Zone


19/07/2018 Division 5 Tivoli Social Enterprises Limited $10,000.00 Ipswich Community Christmas Spectacular

18/07/2018 Division 6 Jubilee Ranger Guides $1,000.00 Jubilee Rangers' Great Victorian Adventure

Mayoral and Councillor's Discretionary Funding - July 2018


20/07/2018 Division 6 No. 225 Squadron - Australian Air Force Cadets $1,741.00 Radio Replacement

25/07/2018 Division 7 Raceview Congregational Kindergarten $500.00 Shade for Playground


23/07/2018 Division 7 Cure Brain Cancer Foundation $1,050.00 Walk4brain Cancer 2018


11/07/2018 Division 9 Springfield Malayalee Association Inc $250.00 *Organisation's Website Annual Maintenance Expenses

25/07/2018 Division 9 Western Pride Football Club $5,000.00 Purchase of practice equipment


23/07/2018 Division 9 LiveCity Church $14,995.00 Redbank Plains Community Christmas Carols

19/07/2018 Division 9 Springfield Christian Family Church Limited $500.00 Community Funday - in Support of Anti-bullying


$84,054.00

*Applications were eligible at the time of application and Councillor endorsement

1

City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.2018 OAR: YESAuthorisation: Caroline McMahon

27 July 2018

M E M O R A N D U M

TO: CHIEF EXECUTIVE OFFICER

FROM: CHIEF OPERATING OFFICER(ARTS, SOCIAL DEVELOPMENT AND COMMUNITY ENGAGEMENT)

RE: FUNDING FOR WILLOWBANK AREA GROUP INC

INTRODUCTION:

This is a report by the Chief Operating Officer (Arts, Social Development and Community Engagement) dated 27 July 2018 concerning the funding for Willowbank Area Group Inc.

In May 2002, a Court Order was handed down by the Planning and Environment Court in respect to the development of a waste disposal operation and ancillary activities at the Ti Tree Bioenergy site (the Facility), located at Champions Way, Willowbank. Condition 8 of the applicable Development Approval, titled Contributions for Local Environmental Improvements (Condition 8), requires the operator of the facility (Ti Tree Bioenergy) to pay Council an ongoing annual payment, calculated by reference to the volume of waste received at the Facility each year and the payment of the annual property rates.

The purpose of the annual payments under Condition 8 is to improve the environment, local roads, and community and social outcomes in Ipswich that offset any real or perceived adverse impacts of the Facility. (Independent legal advice pertaining to the intent of the Court Order is attached as Confidential Attachment A to this report.)

Council, at its Ordinary Meeting on 24 November 2004, adopted a recommendation that one twelfth (1/12) of the annual payment from Ti Tree Bioenergy be allocated to specific projects nominated by the Willowbank Area Group Inc. To date, that group has recommended funding for 52 community projects, equating to an investment of $170k.

The Willowbank Area Group (WAG) was incorporated on 19 June 2003. WAG actively engages with the local community; the group’s activities are designed to improve the environmental and social amenity of Willowbank and the surrounding areas.

2

Under its current agreement with Ipswich City Council, the Willowbank Area Group is required to submit its annual audited financial accounts. The 2016-2017 audited accounts have been included as Confidential Attachment B to this report.

On the basis of alignment of operations of the Willowbank Area Group with the intent of the funding received by Ti Tree Bioenergy, the WAG has approached Council to propose that its operating expenses be funded out of this 1/12 allocation of revenue received from Ti Tree Bioenergy.

BENEFITS TO COMMUNITY AND CUSTOMERS:

These activities support Council’s commitment to enhancing the quality of life of its community, and are consistent with and complement Advance Ipswich and Corporate Plan 2017–2022 Strategies and Goals by:

∑ Providing equitable access and avenues for all residents of Ipswich to participate and contribute to decisions made in their community.

∑ Increasing opportunities for active participation in community life.∑ Enhancing community belonging and pride.


Funding of the operating expenses of the WAG would be met by the funding allocation set aside for projects in the Willowbank area.

ATTACHMENTS:

Confidential Background Papers AttachmentConfidential Attachment A - Legal Advice

Attachment A

Confidential Attachment B – Willowbank Area Group Audited Financial Accounts

Attachment B

3

RECOMMENDATIONS:

A. That one twelfth (1/12) of the annual payment from Ti-Tree Bioenergy be allocated to specific projects nominated by the Willowbank Area Group Inc and to fund theoperating expenses of the Willowbank Area Group Inc.

B. That funds allocated to the Willowbank Area Group for operating expenses in any financial year not exceed the previous year’s audited operating expenses by more than 10%.

C. That a policy and supporting procedures be drafted to articulate the purpose of the Ti-Tree Bioenergy funds and acceptable guidelines for expenditure in alignment with the Court Order.

D. That an Agreement between Council and the Willowbank Area Group Inc be drafted to articulate roles and responsibilities of both parties.

Caroline McMahonCHIEF OPERATING OFFICER (ARTS, SOCIAL DEVELOPMENT AND COMMUNITY ENGAGEMENT)

A4995052

1 August 2018

M E M O R A N D U M

TO: MAYOR AND MEMBERS OF CITY MANAGEMENT, FINANCE AND COMMUNITY ENGAGEMENT COMMITTEE

FROM: CHIEF OPERATING OFFICER (FINANCE AND CORPORATE SERVICES)

RE: INSURANCE CLAIMS OVER $15,000.00

INTRODUCTION:

This is a report by the Chief Operating Officer (Finance and Corporate Services) dated 1 August2018 concerning a summary of insurance claims over $15,000.00 currently being managed by Ipswich City Council’s public, product and professional indemnity insurers, Local Government Mutual (LGM) Queensland/Jardine Lloyd Thompson Pty Ltd (JLT).

BACKGROUND:

Ipswich City Council holds public, product and professional indemnity insurance with LGM Queensland/JLT under the Local Government Mutual Insurance Scheme.

A summary of the current insurance claims over $15,000.00 as at June 2018, managed by LGM Queensland/JLT has been prepared and is contained in the confidential background papers.

Ipswich City Council has an excess of $7,500.00 each claim. Any costs incurred over and above the excess are borne by LGM Queensland/JLT.

Below is a summary of the current insurance claims over $15,000.00 for the April to June 2018 quarter, managed by LGM Queensland/JLT:

Open Closed Files In Abeyance

Total

Public Liability – Personal Injury 5 1 1 7Public Liability – Property Damage 1 1 2Professional Indemnity – Financial Loss 1 2 1 4Councillor & Officer Liability 10 4 1 15Total 17 7 4 28

City Management, Finance and Community Engagement CommitteeMtg Date: 14 August 2018 OAR: YESAuthorisation: Jeffrey Keech

CONFIDENTIAL BACKGROUND PAPERS:

Confidential Background Papers Confidential AttachmentInsurance Claims over $15,000.00 Attachment A

RECOMMENDATION:


Jeff KeechCHIEF OPERATING OFFICER (FINANCE AND CORPORATE SERVICES)

https://iccecm.ipswich.qld.gov.au/id:A4994823

1

1 August 2018

M E M O R A N D U M

TO: ACTING CHIEF OPERATING OFFICER (FINANCE AND CORPORATE SERVICES)

FROM: STRATEGIC CLIENT OFFICE MANAGER

RE: CUSTOMER SERVICE ACTIVITIES STATUS REPORT – JUNE 2018

INTRODUCTION:

This is a report by the Strategic Client Office Manager dated 1 August 2018 concerning customer service delivery activities for the period 1 July to 31 July 2018.

SERVICE LEVELS:

Call volumes are following the seasonal pattern coming off the peaks in June.The June Peak is driven by Permit, Licence, Booking, Dog Registration annual renewals that bunch in June. Call volumes remain a little lower on average than in previous years.

Dog registration renewals and the first rate notices for the financial year have not generated any unexpected customer response.

∑ Dog registration renewals by the end of the discount period had been progressing better than past years. The result is less reminder letters and less calls in July.

∑ Responses to first Rate Notices for the new financial year has been quiet compared to some previous years. The result is less calls.

Feb Mar Apr May June July

2016 15,993 16,139 14,089 14,583 17,339 15,198

2017 15,974 17,616 12,568 16,129 18,767 15,743

2018 13,960 15,169 13,971 14,932 16,218 15,200Estimated

City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.18 OAR: YESAuthorisation: Jeff Keech

2

The following table describes the contracted service level targets.

Name Service Description MinimumLevel

BonusLevel June 18 July 18

First Point of Contact

Resolution (FPOCR)

The percentage of customer enquiries that are resolved at the first point of contact, regardless of channel used (phone, counter, email, internet, etc.)

75% 80% 92% 92%

Grade of Service - Phone (GoS)

The percentage of customer calls that are answered within 20 seconds.

80%

(Level 1) 83%

(Level 2) 85%

88% 89%

Grade of Service - Phone (GoS)

The percentage of customer calls that are answered within 60 seconds. 90% 92% 95% 94%

Rates Arrears

The percentage of rates notices that are not in arrears compared to total rates notices produced.

98% 98.15% 97.75% 97.75%

Processing time for customer

requests

The time to process a customer request from receiving a CES CRM service request compared to Council corporate standard time frames. % Requests completed within corporate standard timeframes.

80% 95% 99% 99%

Processing of all incoming mail

The percentage of applicable and relevant daily incoming mail that is scanned registered and tasked within the first Business Day of receipt.

80% 98% 100% 100%

Processing of incoming emails

The percentage of incoming emails received that are registered and tasked, responded to, or identified as junk by midnight of the first business day of receipt.

80% 98% 100% 100%

Lodgement of P&D

applications

The percentage of P&D applications that are lodged, registered, payments assessed and receipted and prepared as a digital file for planning assessment within 24 hours of receipt (business days).

To be determined

To be determined

NA NA

3

Out of Hours Call Centre Services

Name Service Description Minimum Level

June18

July18

Grade of Service

The percentage of customer calls that are answered within 30 seconds.

80% 90% 92%

There is no bonus service level applicable to out of hours.


There are no financial implications associated with this report.

RECOMMENDATION:


Richard BennettSTRATEGIC CLIENT OFFICE MANAGER


Jeff KeechACTING CHIEF OPERATING OFFICER (FINANCE AND CORPORATE SERVICES)

A4988253

25 July 2018

M E M O R A N D U M

TO: ACTING CHIEF OPERATING OFFICER (FINANCE & CORPORATE SERVICES)

FROM: BUSINESS ACCOUNTING MANAGER

RE: MONTH-END PERFORMANCE – JUNE 2018

INTRODUCTION

This is a report by the Business Accounting Manager dated 25 July 2018 concerning Council performance for the period ending 30 June 2018, submitted in accordance with Section 204of the Local Government Regulation 2012.

BACKGROUND

Section 204 of the Local Government Regulation 2012 requires a monthly report to be submitted to Council in respect of the performance of Council’s budget. The monthly performance report for June 2018 is included at Attachment A.

ATTACHMENT:

RECOMMENDATIONS:


Lavina BrittonBUSINESS ACCOUNTING MANAGER


Jeffrey KeechACTING CHIEF OPERATING OFFICER (FINANCE AND CORPORATE SERVICES)

City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.18 OAR: YesAuthorisation: Jeffrey Keech

Name of Attachment Attachment

June 2018 Monthly Performance Report Attachment A

Ipswich City Council

Performance Report

June 2018

ICC Performance Report

June 2018

Ipswich City Council - Summary Financial Results

YTD YTD YTD FYActual Budget Variance Budget Detail$'000 $'000 $'000 $'000 Page ref:

Net Result as at 30 June 2018:

Cash Operational Revenue

Net Rates and Utilities 186,629 188,977 (2,348) 188,977

Fees and Charges 30,438 28,398 2,040 28,398 Page 10

Operational Grants and Contributions 19,283 18,938 345 18,938 Page 11

Interest 5,221 4,122 1,099 4,122 Page 12

Other Cash Revenue 44,615 38,709 5,906 38,709 "

Total Cash Operational Revenue 286,186 279,144 7,042 279,144

Cash Operational Expenses

Employee Expenses* 92,130 92,264 134 92,264 Page 13

Materials and Services# 86,233 87,466 1,233 87,466 "

Finance costs 14,216 14,597 381 14,597 "

Other Cash Expenses 6,699 9,144 2,445 9,144 "

199,278 203,471 4,193 203,471

Cash Operational Result 86,908 75,673 11,235 75,673

Non-Cash Operational Revenue

Gain on Asset Disposal 220 0 220 0 Page 12

Internal Revenue 22,867 22,751 116 22,751 "

Total Non-Cash Operational Revenue 23,087 22,751 336 22,751

Non-Cash Operational Expense

Depreciation 64,983 64,990 7 64,990 Page 13

Headworks Credit Indexation 0 0 0 0 "

Loss on Asset Disposal 1,646 0 (1,646) 0 "

Internal Expense 22,722 19,933 (2,789) 19,933 "

Total Non-Cash Operational Expense 89,351 84,923 (4,428) 84,923

Net Result before Capital 20,644 13,501 7,143 13,501

Capital

Capital Grants 7,991 8,524 (533) 8,524 Page 11

Donated Asset Revenue 68,600 72,535 (3,935) 72,535 "

Contributions 15,919 17,550 (1,631) 17,550 "

Headworks Credit Consumption 0 0 0 0 "

Total Capital 92,510 98,609 (6,099) 98,609

Total Net Result 113,154 112,110 1,044 112,110

Capital Program as at 30 June 2018:

Cash Capital Items

Asset Construction and Purchase 122,930 165,078 42,148 165,078 Page 17

Non-cash Capital Items

Donated Assets 68,503 72,353 3,850 72,535 "

Total Capital Program 191,433 237,431 45,998 237,613

* Including contract labour

# excluding contract labour

For information on individual line items, please refer to the relevant section of the report.

2 of 67


June 2018

Additional Performance Information:

Property Searches:

Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18

Search Type Requested 808 747 779 692 771 852 524 638 638 721 664 739 696

Applications Received 749 639 726 643 731 798 478 614 605 675 615 701 638

Aged Debtors:


$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

0-30 days 3,041 1,181 1,977 2,153 1,444 1,619 1,862 1,995 1,443 1,016 1,936 1,174 1,645

31-60 days 109 325 67 265 152 113 350 661 132 233 207 276 173

61-90 days 20 8 1 13 45 82 106 60 491 215 319 82 47

91-120 days 40 12 3 1- 7 12 51 60 16 5 21 273 22

120+ days 42 77 52 46 29 31 14 57 49 46 43 59 40

0

1,000

2,000

3,000

4,000


$'0

00

Aged Debtors

0-30 days 31-60 days 61-90 days 91-120 days 120+ days

300

400

500

600

700

800

900


Number of Searches

Search Type Requested Applications Received

Satisfactory results overall.

3 of 67


June 2018

Population:

Jun-16 Sep-16 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18

Population 196 198 200 202 204 206 209 210

June quarterly figures will be available in July report

Growth in Waste Domestic Services:

Sep-16 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18

Growth per quarter: 0.82% 1.40% 0.83% 1.25% 1.26% 1.13% 0.93% 1.16%

Indexation Rate History:


CPI Brisbane 1.50% 1.50% 1.60% 1.80% 1.80% 1.50% 1.90% 1.70%

BCI - Qld 3.40% 4.00% 4.50% 4.80% 5.00% 3.80% 2.80% 2.00%

RBCI - Qld -1.50% -1.70% -0.70% 0.60% 4.00% 4.80% 3.90% 3.20%

CCI* 1.53% 1.64% 1.74% 1.74% 1.73% 1.79% 1.89% 1.90%

CPI = Consumer Price Index; BCI = Building Construction Index; RBCI = Roads and Bridges Construction Index; CCI = Council Cost Index


190

192

194

196

198

200

202

204

206


'00

0

Quarter Ending

Population

184

189

194

199

204

209

214


'00

0

Quarter Ending

Population

-4%

-2%

0%

2%

4%

6%


Indexation Rate History

CPI Brisbane BCI - Qld RBCI - Qld CCI*

4 of 67


June 2018

Invoices Paid within Terms:

Total invoices paid

Count $ Count $ Count $ Count $ Count $ Count $ Count $

% paid within terms 96% 98% 91% 91% 95% 97% 97% 98% 97% 97% 94% 97% 91% 90%

% paid <1 week outside terms 1% 1% 4% 4% 1% 2% 2% 1% 2% 2% 1% 1% 5% 6%

% paid >1 week outside terms 3% 1% 5% 5% 4% 1% 1% 1% 1% 1% 5% 3% 4% 4%

Purchase Requisition Cycle Time:

Key performance indicator for this activity is two days.


0-2 days 92% 87% 85% 89% 93% 87% 92% 79% 91% 87% 88% 85% 60%

2-7 days 6% 11% 10% 9% 7% 12% 7% 19% 9% 12% 12% 13% 23%

+7 days 2% 2% 5% 2% 0% 1% 1% 2% 0% 1% 0% 2% 17%

Number of Incoming phone calls - All Council (excluding BCC After Hours and Helpdesk)


No. of Incoming Calls 25,768 22,308 24,933 21,109 21,097 22,656 14,818 19,147 20,027 21,922 20,397 21,153 21,986

No. of Incoming Calls Prior Year 24,264 21,689 23,927 23,313 21,495 23,814 18,241 21,681 22,579 25,508 18,637 23,222 25,768

Jun-18

5,245

May-18

5,482

Dec-17 Jan-18 Feb-18 Mar-18 Apr-18

5,232 4,7794,797 4,806 5,169

Target of 95% invoices paid on terms was not met in the month of June. This would be due to processing high volumes of invoices due to end of financial year.

0%

20%

40%

60%

80%

100%


Purchase Requisition Cycle Time

0-2 days 2-7 days +7 days

Purchase requisition cycle time results for June 2018 are not within the agreed KPIs. There has been a significant increase in time to initiate Pu rchase Orders due to end of financial year.

10,000

15,000

20,000

25,000

30,000


Month Ending

Number of Incoming Calls

No. of Incoming Calls No. of Incoming Calls Prior Year

5 of 67


June 2018

The

end

of

year

cas

h b

alan

ce is

$1

39

.60

1 m

illio

n.

July

July

Augu

stAu

gust

Sept

embe

rSe

ptem

ber

Oct

ober

Oct

ober

No

vem

ber

Nove

mbe

rDe

cem

ber

Dece

mbe

rJa

nuar

yJa

nuar

yFe

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arch

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chAp

rilAp

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ne

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als

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dget

Actu

als

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dget

Actu

als

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dget

Actu

als

Budg

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dget

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als

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als

Budg

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dget

Cash

flow

s fro

m O

pera

ting

Activ

ities

Rece

ipts

from

Cus

tom

ers

Gene

ral R

ates

and

Util

ities

Cha

rges

(2,7

31)

(4,0

20)

(38,

935)

(38,

178)

(4,3

66)

(3,9

37)

(5,9

28)

(4,0

41)

(37,

084)

(38,

366)

(3,6

64)

(3,9

41)

(7,5

53)

(4,1

67)

(36,

157)

(39,

596)

(3,8

42)

(3,9

65)

(5,2

80)

(4,1

87)

(37,

264)

(40,

786)

(2,7

36)

(6,1

72)

Fees

and

Cha

rges

(2

,847

)(2

,501

)(3

,718

)(2

,157

)(1

,786

)(2

,408

)(1

,992

)(2

,478

)(2

,315

)(2

,157

)(1

,974

)(2

,259

)(2

,077

)(2

,314

)(2

,721

)(2

,046

)(2

,326

)(2

,229

)(2

,313

)(2

,344

)(2

,671

)(2

,197

)(3

,835

)(1

,657

)

Oper

atin

g Co

ntrib

utio

ns

(196

)(5

36)

(592

)(5

27)

(662

)(5

18)

(577

)(5

23)

(1,1

79)

(518

)(8

88)

(518

)(5

42)

(518

)(1

90)

(518

)(8

24)

(518

)(1

,194

)(5

18)

(341

)(5

18)

(1,0

24)

(585

)

Oper

atin

g Gr

ants

and

Sub

sidie

s (6

58)

(559

)(9

37)

(900

)(2

14)

(229

)(1

10)

(204

)(1

,555

)(9

01)

(487

)(2

67)

(387

)(6

91)

(948

)(9

19)

(585

)(2

02)

(209

)(2

04)

(1,0

13)

(1,6

99)

(3,9

74)

(3,5

68)

Othe

r Inc

ome

(4,1

26)

(1,0

97)

(2,3

74)

(2,0

16)

(2,8

29)

(1,5

38)

(2,6

07)

(2,0

21)

(2,4

44)

(1,6

08)

3,14

9(1

,273

)(8

,056

)(2

,134

)(2

,071

)(4

35)

(2,4

27)

(768

)(7

61)

(980

)(2

,280

)(5

,142

)10

,976

(3,2

58)

Capi

tal C

ontri

butio

ns

(328

)(1

,444

)(5

49)

(1,4

44)

(859

)(1

,444

)(7

07)

(1,4

44)

(1,0

48)

(1,4

44)

(1,2

04)

(1,4

44)

(502

)(1

,444

)(1

89)

(1,4

44)

(708

)(1

,444

)(1

,575

)(1

,444

)(3

49)

(1,5

14)

(7,9

00)

(4,5

31)

Capi

tal G

rant

s and

Sub

sidie

s (2

11)

1(5

3)(2

27)

(265

)(1

,963

)(3

69)

(311

)(2

,608

)(1

,572

)(1

,875

)(1

,199

)(1

,387

)(1

,281

)(7

23)

(1,3

37)

(11,

098)

(10,

158)

(47,

103)

(45,

222)

(10,

769)

(10,

075)

(12,

148)

(10,

711)

(45,

625)

(44,

993)

(5,3

33)

(9,7

02)

(21,

080)

(11,

637)

(42,

587)

(47,

566)

(12,

283)

(11,

002)

(12,

530)

(9,6

77)

(45,

305)

(53,

138)

(9,2

16)

(21,

108)

Paym

ents

to S

uppl

iers

and

Em

ploy

ees

Empl

oyee

Pay

men

ts

6,40

46,

760

7,79

18,

434

6,41

86,

760

6,68

28,

434

8,13

46,

760

6,68

86,

760

8,93

89,

126

6,24

56,

894

6,70

66,

902

6,81

16,

909

8,08

48,

594

6,44

710

,415

Supp

lier P

aym

ents

9,

081

11,0

5611

,254

8,57

27,

230

7,81

37,

680

7,46

86,

932

5,98

55,

697

8,28

67,

143

6,82

96,

769

6,30

77,

437

7,29

14,

908

6,30

27,

570

6,70

112

,215

9,69

7

Othe

r Exp

ense

s75

596

21,

010

656

630

588

178

393

732

752

541

520

572

701

606

671

491

553

467

549

638

629

629

3,08

4

16,2

4118

,778

20,0

5417

,661

14,2

7815

,161

14,5

4016

,294

15,7

9713

,497

12,9

2615

,566

16,6

5316

,655

13,6

2013

,872

14,6

3414

,745

12,1

8513

,760

16,2

9215

,924

19,2

9123

,196

Inte

rest

Rec

eive

d (4

98)

(338

)(4

61)

(392

)(5

03)

9(4

61)

84(4

93)

(357

)(3

79)

(379

)(3

94)

(293

)(4

05)

(312

)(3

50)

(355

)(4

15)

(260

)(4

43)

(318

)(4

16)

80

Borro

win

g Co

sts

1312

3,38

93,

408

1312

3,32

93,

783

1010

3,26

33,

670

910

4,69

13,

469

Net

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Ope

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657

8,28

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7,95

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396

8,50

31,

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5,66

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0,30

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1,85

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9,26

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725

(29,

362)

(34,

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37,

058

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823

(29,

446)

(37,

532)

14,3

505,

638

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flow

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m In

vest

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Paym

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for p

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11,2

2717

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14,9

3214

,464

7,50

310

,433

5,97

516

,114

9,65

215

,758

8,22

013

,094

6,94

914

,851

10,8

7014

,780

10,3

7512

,681

7,22

412

,684

10,8

8312

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12,3

8723

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Divi

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ceiv

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(7,9

22)

(5,0

81)

(2,0

00)

(850

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1,19

3)2,

841

Proc

eeds

from

sal

e of

(pay

men

ts fo

r) eq

uity

inve

stm

ents

1,71

31,

717

613

617

5,11

35,

117

1,11

41,

017

2,47

32,

517

2,11

486

0(1

,915

)1,

160

6,60

01,

160

6,66

01,

700

660

900

660

1,55

0(1

4,01

3)

Tran

sfer

s to

/fro

m s

ubsi

diar

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118

(126

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()(2

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(34)

38

Net

Cas

h O

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w (I

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rom

Inve

stin

g Ac

tiviti

es12

,941

19,0

9115

,546

15,0

81(2

,506

)10

,250

7,20

717

,131

11,9

9918

,275

2,41

78,

872

5,03

414

,011

17,4

4315

,939

10,3

7519

,341

8,94

913

,343

11,7

4912

,533

2,78

212

,638

Cash

flow

s fro

m F

inan

cing

Act

iviti

es

Proc

eeds

from

Bor

row

ings

4,90

7

Rede

mpt

ion

of B

orro

win

gs4,

714

4,70

14,

777

5,40

14,

842

5,47

25,

792

Inte

rest

free

loan

(pro

ceed

s) re

dem

ptio

n

Wor

king

Cap

ital (

Proc

eeds

) Red

empt

ion

Net

Cas

h O

utflo

w (I

nflo

w) f

rom

Fin

anci

ng A

ctiv

ities

4,71

44,

701

4,77

75,

401

4,84

25,

472

4,90

75,

792

Net D

ecre

ase

(Incr

ease

) in

Cash

Hel

d17

,598

27,3

74(1

1,95

2)(1

2,87

2)8,

604

23,4

549,

150

22,7

99(1

8,30

9)(1

3,57

8)17

,737

23,5

4222

318

,736

(11,

919)

(18,

067)

20,4

7931

,871

8,19

717

,166

(17,

697)

(24,

998)

22,0

3924

,067

Cash

at B

egin

ning

of P

erio

d18

3,75

118

3,75

116

6,15

316

6,15

317

8,10

517

8,10

516

9,50

116

9,50

116

0,35

016

0,35

017

8,66

017

8,66

016

0,92

316

0,92

316

0,70

016

0,70

017

2,61

917

2,61

915

2,13

915

2,13

914

3,94

314

3,94

316

1,64

016

1,64

0

Cash

at E

nd o

f Rep

ortin

g Pe

riod

166,

153

156,

377

178,

105

179,

025

169,

501

154,

651

160,

350

146,

702

178,

660

173,

929

160,

923

155,

118

160,

700

142,

187

172,

619

178,

766

152,

139

140,

748

143,

943

134,

974

161,

640

168,

941

139,

601

137,

572

* In

cludi

ng in

tang

ible

ass

ets

Stat

emen

t of C

ashf

low

s

6 of 67


June 2018

Departmental Breakdown

Trend of year to date results as at 30 June 2018:

Departmental Controlled:

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

Revenue J J J J J J J J J J J J J

Employee Expenses* J J J J J J J J J J J J J

Other Expense Categories** J J J J J J J J J J J J J

Capital UK UK UK UK UJ UJ UL UL UK UK UJ UL UL



Employee Expenses* J J J J J K J K K K K K K

Other Expense Categories** J J J J K J J J J J J J J

Capital n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a




Other Expense Categories** J J J J J J J J J J L L L

Capital UK OL OL UJ UK UJ UJ UL UL UL UL UL UL



Employee Expenses* J J J J K J J J J J J J J

Other Expense Categories** J K K K K J J J J J J J J

Capital UJ UL UL UJ UL UL UL UL UL UL UL UL UL

* Employee expenses including Labour Contracts

** Operational Expense excluding the above

Arts, Social

Development and

Community

Engagement

Infrastructure Services

Department

Finance and Corporate

Services Department

Economic

Development and

Marketing

Revenue and Expense: J<1% or $50k worse than budget whichever is greater; K <5% or $125k worse than budget whichever is greater; L>=5% or >=$125k worse than budget whichever is greater.Capital: Within 5% or $50k+/- budget whichever is greater; Kwithin 10% or $250k +/- budget whichever is greater; Lmore than 10% or >$250k +/-budget whichever is greater. U=under; O=over

Satisfactory results for revenue and expenses.

Capital expenditure under budget by $14.190m or 36.5%.


Capital expenditure under budget by $506k or 29.7%.

Satisfactory results for revenue and employee expenses. Other expenses over budget by $746k or 66.43% primarily due to expensing of non-capital items.

Capital expenditure under budget for infrastructure program $17.48m or 21.1%. See pages 18-21 for details.

Satisfactory results for revenue and other expenses categories.

Employee Expenses is over budget $141k or 2.99%.

7 of 67


June 2018






Employee Expenses* K J J J J J J K K K K K K

Other Expense Categories** J J J J J J J J J J J K K

Capital OL OL UL UL UL UL UL UL UL UL UL UL UL


Revenue J J J J J K L L L L J J J

Employee Expenses* J J J K L L K L L K K L L


Capital UJ UJ UK UK UK UL UK UK UL UK OK OL OL




Other Expense Categories** K K K K K L J J J J J J J


Corporate Controlled:


Revenue J L J J K J J J K K K K K

Expenses L L L L L L K J K K K K K

Capital OL OL OL OL OL OL OL OL OK UJ UL OL OL



Health, Security and

Regulatory Services

Department

Planning and

Development

Department

Corporate Items

Works, Parks and

Recreation

Department

Revenue down for grants and subsidies $316k primarily due to the timing of home assist grants and other revenue under budget $93k Revenue is below budget primarily in relation to property search revenue.

Satisfactory results for overall.

Revenue under budget $10.37m or 3.91%. Expenses over budget by $1.581m or 1.89%.

Capital expenditure for donated assets over budget $10.459m or 18.0%.

Satisfactory results for Revenue and Other expense categories. Employee expenses over budget $352k or 5.03%.

Capital expenditure over budget $404k or 19.52%.


Satisfactory results for revenue. Employee expenses is over budget $809k or 2.30%. Other expenses over budget by$1.65m or 2.70%.

Capital expenditure under budget for Infrastructure Program $7.563m or 28.9%. Capital expenditure for fleet and equipment purchase under budget $2.675m or 21.8%.

Capital expenditure for IWS under budget $116k or 10.9%.

8 of 67


June 2018

Revenue

Net Rates and Utilities:YTD Act YTD Bud YTD Var

$'000 $'000 $'000 $'000 % Achieved

General Rates 165,781 168,255 (2,474) 168,255 99%

Utilities and Other Charges 31,399 31,228 171 31,228 101%

Discounts/Remissions (10,551) (10,506) (45) (10,506) 100%

186,629 188,977 (2,348) 188,977 99%

Rate Arrears as at 30 June 2018:


* Arrears % 1.7 1.65 1.78 1.79 1.84 1.98 2.12 2.25

Target % 2.70 2.70 2.70 2.70 2.70 2.00 2.00 2.00

* Rolling 12 month average

Value of Rate Arrears:


$'000 3,281 3,242 3,568 3,680 3,844 4,207 4,579 4,929

FY Budget

1.01.52.02.53.03.54.0


%

Quarter Ending

Rate Arrears as % of Rates Levy (Rolling 12 months)

* Arrears % Target %

1,000

2,000

3,000

4,000

5,000

6,000


$'0

00

Quarter Ending

Value of Rate Arrears


9 of 67


June 2018

Fees and Charges:

YTD Act YTD Bud YTD Var FY Budget

$'000 $'000 $'000 $'000 % Achieved

Planning Fees 16,030 14,778 1,252 14,778 108%

Hlth Animal Cemetery Fees 2,488 1,805 683 1,805 138%

Traffic and Reg Park Fees 2,390 2,438 (48) 2,438 98%

Waste Fees 6,791 6,428 363 6,428 106%

Other Fees 2,739 2,949 (210) 2,949 93%

30,438 28,398 2,040 28,398 107%

Residential Lots Approved:

Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18

Residential Lots Approved 724 1,374 597 1,144 665 282

Residential Lots Approved Prior Yr 245 459 781 1,127 724 1,374



0

300

600

900

1,200

1,500


Quarter Ending

Residential Lots Approved

Residential Lots Approved Residential Lots Approved Prior Yr

10 of 67


June 2018

Grants and Contributions:

YTD Act YTD Bud YTD Var FY Budget

$'000 $'000 $'000 $'000 % Achieved

Operational Grants 11,076 10,670 406 10,670 104%

Capital Grants 7,991 8,524 (533) 8,524 94%

Donated Asset Revenue 68,600 72,535 (3,935) 72,535 95%

*Operational Cash Contributions 8,207 8,268 (61) 8,268 99%

*Capital Cash Contributions 15,919 17,550 (1,631) 17,550 91%

111,793 117,547 (5,754) 117,547 95%

*Cash Contribution Actuals Breakdown YTD:

Footpaths Open Space Roads Social Others Grand Total

$'000 $'000 $'000 $'000 $'000 $'000

Operational Cash Contribution 0 3,446 4,348 0 413 8,207

Capital Cash Contribution 0 0 15,830 0 89 15,919

0 3,446 20,178 0 502 24,126

Balance Sheet Movement YTD:

Open Space NCL 0 4,773 0 0 0 4,773

Stormwater NCL 0 0 0 0 (2,788) (2,788)

Social NCL 0 0 0 2,354 0 2,354

Footpaths NCL 334 0 0 0 0 334

Streetscape NCL 0 0 0 0 0 0

334 4,773 0 2,354 (2,788) 4,673

Total Cash Contributions 334 8,219 20,178 2,354 (2,285) 28,800

Residential Lots Created:


Residential Lots Created 572 629 951 637 792 505

Residential Lots Created Prior Yr 655 482 1,181 571 572 629


Satisfactory results overall. Donated assets and cash contributions are mostly developer driven and will be closely monitored.

0200400600800

1,0001,2001,400


Quarter Ending

Residential Lots Created

Residential Lots Created Residential Lots Created Prior Yr

Other operational cash contributions include Queen's Parks Nature Centre ($34k), Poetry Feast ($8k), Sponsorship of Awards fo r Excellence 2017 ($5k) and vegetation retention ($363k).

Other capital cash contributions primarily relates to upgrade of the Ipswich BMX track & Cycle Park ($80k).

11 of 67


June 2018

Other Revenue Sources:

YTD Act YTD Bud YTD Var FY F'cast

$'000 $'000 $'000 $'000 % Achieved $'000

Sales, Recoverable Works 3,450 2,865 585 2,865 120% 3,450

Interest 5,221 4,122 1,099 4,122 127% 5,221

Other Revenue 41,165 35,844 5,321 35,844 115% 41,165

Gain on Asset Disposal 220 0 220 0 n/a 220

Internal Revenue 22,867 22,751 116 22,751 101% 22,867

72,923 65,582 7,341 65,582 111% 72,923

FY Budget

Satisfactory results overall. Other Revenue is over budget due to QUU Tax revenue ($723k), and Other Sundry receipts ($1.782m)

12 of 67


June 2018

Expense

Employee ExpensesYTD Act YTD Bud YTD Var FY F'cast

$'000 $'000 $'000 $'000 % Achieved $'000

Wages (opex and capex) 75,744 80,216 4,472 80,216 94% 80,216

Overtime 1,869 1,614 (255) 1,614 116% 1,869

Allowances 282 305 23 305 92% 305

Other employee costs 21,478 22,591 1,113 22,591 95% 22,591

Total Labour Opex + Capex 99,373 104,726 5,353 104,726 95% 104,981

Less Capitalised Labour (13,570) (15,040) (1,470) (15,040) 90% (15,040)

Opex Labour before Contractors 85,803 89,686 3,883 89,686 96% 89,941

Plus Contract Opex Labour 6,327 2,578 (3,749) 2,578 245% 6,327Opex Labour incl Contractors 92,130 92,264 134 92,264 100% 96,268

Materials and Services (excl. Labour Contracts)


$'000 $'000 $'000 $'000 % Achieved $'000

Communication 1,428 1,351 (77) 1,351 106% 1,428

Materials 8,260 12,267 4,007 12,267 67% 12,267

Motor Vehicle Expenses 2,123 3,440 1,317 3,440 62% 3,440

Other Goods 3,076 2,451 (625) 2,451 125% 3,076

Other Services 12,878 12,497 (381) 12,497 103% 12,878

Service Contracts 31,959 35,868 3,909 35,868 89% 35,868

Utilities Expenses 9,883 9,754 (129) 9,754 101% 9,883

Consultants 3,892 3,454 (438) 3,454 113% 3,892

Other Materials and Services 12,734 6,384 (6,350) 6,384 199% 12,734

86,233 87,466 1,233 87,466 99% 95,466

Other Expense Sources:

Depreciation 64,983 64,990 7 64,990 100% 64,990

Finance Costs 14,216 14,597 381 14,597 97% 14,597

Other Expenses 6,699 9,144 2,445 9,144 73% 9,144

Headworks Credit Indexation 0 0 0 0 n/a 0

Loss on disposal assets 1,646 0 (1,646) 0 n/a 1,646

Internal Expenses 22,722 19,933 (2,789) 19,933 114% 22,722

110,266 108,664 (1,602) 108,664 101% 113,099

TOTAL 196,499 196,130 (369) 196,130 100% 208,565

FY Budget

FY Budget



Loss on asset disposals primarily relates to partial retirement of road infrastructure network assets.

13 of 67


June 2018

Full Time Equivalents:

Whole of Council

Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18

678.1 681.7 688.0 687.8 691.4 692.4 688.9 682.3 690.9 686.0 702.9 694.1

375.0 371.5 367.5 373.8 381.2 375.9 381.1 378.7 369.9 377.8 388.2 384.5

1,053.1 1,053.2 1,055.5 1,061.7 1,072.5 1,068.3 1,069.9 1,061.0 1,060.8 1,063.9 1,091.1 1,078.6

(2.9) 3.6 6.3 (0.1) 3.5 1.0 (3.5) (6.6) 8.6 (4.9) 16.8 (8.7)

(3.7) (3.5) (4.0) 6.3 7.3 (5.2) 5.1 (2.4) (8.8) 7.9 10.4 (3.8)

645.5 641.1 642.4 648.5 650.8 658.0 662.4 668.1 667.7 679.0 675.8 681.0

377.9 376.9 374.2 372.9 375.1 375.8 365.3 376.5 382.0 379.5 385.0 378.7

1,023.4 1,018.1 1,016.6 1,021.4 1,025.9 1,033.8 1,027.7 1,044.6 1,049.7 1,058.5 1,060.9 1,059.7

Sick Leave:

Whole of Council


Hours Hours Hours Hours Hours Hours Hours Hours Hours Hours Hours Hours Hours

White collar staff 63.30 63.35 65.46 65.08 66.91 67.45 67.96 67.94 68.73 68.40 68.74 69.24 71.42

Blue collar staff 82.16 81.17 83.03 82.61 82.54 81.30 82.41 84.75 86.70 89.06 90.91 92.45 93.84

WOC staff 69.91 69.57 71.57 71.15 72.31 72.22 72.93 73.71 74.90 75.48 76.33 76.33 79.07


Blue collar staff last year

Total FTEs last year

White collar staff

Blue collar staff

Total

Movement prior month (white collar)

Movement prior month (blue collar)

White collar staff last year

Rolling 12 month average sick leave hours per annum has increased by 1.39 hours for blue collar staff and 2.18 hours for whit e collar staff.

350

400

450

500

550

600

650

700

750


FTEs

Whole of Council - FTEs by Category

White collar staff White collar staff last year Blue collar staff Blue collar staff last year

50

55

60

65

70

75

80

85

90

95

100


Ho

urs

Whole of Council - Sick Leave Hours Per Person Per Annum

White collar staff Blue collar staff WOC staff

14 of 67


June 2018

Annual Leave:

Annual Leave Balances as at pay period ended 25 June 2018:

Whole of Council


No of people with 0-4 weeks 807 794 786 785 808 803 800 880 854 845 841 841 816


No of people with 8+ weeks 11 12 8 10 14 15 14 8 8 15 14 12 18

Long Service Leave Balances over and above 26 Weeks as at pay period ended 25 June 2018:

Whole of Council and Departments

No of

People

Sum in

Weeks

Value

$'000

No of

People

Sum in

Weeks

Value

$'000

No of

People

Sum in

Weeks

Value

$'000

No of

People

Sum in

Weeks

Value

$'000

ASDCE - - - - - - - - - - - -

EDM 1 7 2 1 7 2 1 7 2 1 7 2

IS 3 2 2 3 2 3 3 2 2 4 2 3

FCS and EX 4 12 13 5 12 14 4 12 13 5 13 15

WPR 9 4 5 12 4 7 9 4 5 10 4 7

IWS 1 1 2 1 1 2 1 1 2 1 2 2

HSRS 1 - 1 1 1 1 1 - 1 1 1 1

PD 1 1 3 1 1 3 1 1 3 1 1 4

WOC 20 26 28 24 28 31 20 26 28 23 29 33

Mar-18 Apr-18 May-18 Jun-18

Of the 18 people with balances over 8+ weeks, the highest balance is 14.97 weeks, which relates to an employee whose assigned hours are 10.6 per week.

Weeks/dollar value in above table relate to the LSL balances of each individual over and above 26 weeks, e.g. an employee with a total of 30 weeks accumulated LSL will show as four weeks in the table.

The number of people with long service leave over 26 weeks has increased by 3 to 23. The value figure has increased by 5 to $ 33k.

15 of 67


June 2018

Lost Time Injury Frequency Rates:

Whole of CouncilJun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18

LTI's 0 1 0 0 0 0 0 1 0 1 0 0 1

LTIFR 0 0 0 0 0 0 0 7 0 7 0 0 7

LTIFR Rolling 12 months 3 3 3 3 2 2 2 2 2 2 2 2 3

Cumulative Days lost 12 months 110 100 111 129 138 155 171 197 204 219 192 238 238

LTISR Rolling 12 months 64 58 64 74 79 88 101 112 116 125 109 141 141

Flex Balances (hours) as at pay period ended 25 June 2018:

Whole of Council


Arts, Social Dev and Com Engagement 342 321 354 367 333 367 312 336 345 388 376 352 406

Economic Development and Marketing 193 189 197 178 169 167 119 101 130 170 169 153 182

Finance and Corporate Services 685 635 647 707 753 751 733 650 748 756 724 726 722

Health, Security and Regulatory Services 441 413 423 407 376 405 436 432 446 383 393 377 392

Infrastructure Services 464 445 383 416 443 378 380 305 304 427 382 395 372

Planning and Development 573 673 663 660 647 674 781 466 578 671 623 628 644

Works, Parks and Recreation 871 775 715 748 697 710 781 669 846 925 877 897 936

3,568 3,451 3,381 3,484 3,419 3,454 3,541 2,959 3,397 3,720 3,543 3,528 3,654

Time in Lieu Balances (hours) as at pay period ended 25 June 2018:


Arts, Social Dev and Com Engagement 183 185 211 252 245 290 144 145 198 293 285 305 300

Economic Development and Marketing 196 144 152 155 110 103 82 91 96 125 147 163 168

Finance and Corporate Services 340 315 245 237 228 262 177 212 255 325 396 432 491

Health, Security and Regulatory Services 141 150 132 133 137 88 105 74 114 156 170 189 239

Infrastructure Services 179 153 140 133 133 38 7 22 26 20 20 23 23

Planning and Development 79 144 135 111 122 98 95 99 88 97 90 93 104

Works, Parks and Recreation 231 394 684 734 431 405 369 331 436 352 275 298 284

1,349 1,485 1,700 1,755 1,405 1,283 979 975 1,214 1,367 1,383 1,503 1,607

16 of 67


June 2018

Capital Expenditure

Results as at 30 June 2018:

Department Controlled

Corporate Controlled

Capital Work in Progress Current Balance ($'000):


$M $M $M $M $M $M $M $M $M $M $M $M $M

Infrastructure Services 80.19 84.49 87.27 91.03 93.52 89.17 88.48 91.64 75.89 76.19 66.60 68.47 74.33

Works, Parks and Recreation 6.98 10.81 9.75 11.17 12.40 12.72 15.75 16.82 17.56 18.02 19.22 21.05 14.67

Finance and Corporate Services 4.89 5.10 5.67 4.82 4.30 8.03 8.63 8.22 13.25 13.90 12.90 16.95 16.70

Arts, Social Development and Community Engagement 0.08 0.08 0.10 0.16 0.16 0.15 0.08 0.08 0.10 0.78 0.11 0.44 1.05

Health, Security and Regulatory Services 0.71 0.58 0.65 0.68 0.71 0.77 0.79 0.03 0.90 0.96 1.48 2.14 1.96

92.85 101.06 103.44 107.86 111.09 110.84 113.73 116.79 107.70 109.85 100.31 109.05 108.71

The above figures exclude infrastructure credits and donated assets.

CWIP Balance by Project Status (as % of total):


Concept 2% 2% 2% 2% 2% 1% 2% 2% 2% 2% 2% 2% 2%

Design 5% 5% 6% 6% 5% 5% 4% 7% 8% 8% 9% 4% 4%

Delivery 63% 62% 45% 32% 33% 37% 48% 44% 56% 53% 63% 70% 71%

Completion 30% 31% 47% 60% 60% 56% 46% 47% 34% 37% 26% 24% 23%

81%191,433 237,431 45,998 237,613

FY Budget

$'000

165,078

72,535

% Achieved

74%

94%68,503 3,850

YTD Bud

165,078

72,353

$'000

YTD Act

$'000

122,930

YTD Var

$'000

42,148

237,613

FY F'cast

$'000

165,078

72,535

0

20

40

60

80

100

120

140


$'M

Capital Work in Progress

Health, Security and Regulatory Services Arts, Social Development and Community Engagement

Finance and Corporate Services Works, Parks and Recreation


17 of 67


June 2018

Infrastructure Capital Portfolio by Delivery Department



Department Controlled $'000 $'000 $'000 $'000 % Achieved $'000

Infrastructure Portfolio - IS 65,377 82,856 17,479 82,856 79% 82,856

Infrastructure Portfolio - WP 18,582 26,145 7,563 26,145 71% 26,145

Total 83,959 109,001 25,042 109,001 77% 109,001

Infrastructure Capital Expenditure by Program

Corporate Facilities

FY Budget

Comments per IS - Actual Cost $8.3M incl. 18-19 budget carry over of $535K.The variance (Budget minus Actual) is minus $1.2M. The EOFYC (End of Financial Year Cost ) is $7.7M.

Comments per WPR - Delays in the Riverview Depot project, only saw 13% of funds expended. 3 of the 4 projects have been issued to contracts, with the 4th advertised in the market in July 2018. Unspent funds will be requested to be carried over.

0

20,000

40,000

60,000

80,000

100,000

120,000


$'00

0

Infrastructure Program

Actuals Budget

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000


$'00

0

Corporate Facilities

Actuals Budget

18 of 67


June 2018

Infrastructure Capital Expenditure by Program con't

Transport and Traffic

Flood Mitigation and Drainage

Comments per IS - Actual Cost $16M inc. 18-19 budget carry over of $2.9M. The variance (Budget minus Actuals) is minus $2M. The EOFYC (End of Financial Year Cost ) is $13.2M. ICC has settled $668k with the Contractor in respect of Redbank Plains Road Stage 2.

Comments per IS - Actual Cost $4.3M incl. 18-19 budget carry over of $2.1M.The variance (Budget minus Actuals) is minus $320K. The EOFYC (End of Financial Year Cost ) is $2.1M.

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000


$'00

0

Transport and Traffic

Actuals Budget

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500


$'00

0

Flood Mitigation and Drainage

Actuals Budget

19 of 67


June 2018


Local Amenity

Parks, Sport and Recreation

Comments per IS - Actual cost $11.8M inc. 18-19 budget carry over of $1M. The variance (Budget minus Actuals) is $2.5M. The EOFYC (End of Financial Year Cost ) is $10.7M.

Comments per WPR - All budgets from Divisional Allocation have been transferred. Requested carry overs of $400k for Division 4 and 5.

Comments per IS - Actual cost $10.3M incl. 18-19 budget carry over of $1.9M. The variance (Budget minus Actual) is minus $87k. The EOFYC (End of Financial Year Cost ) is $8.1M

Comments per WPR - Taking into account the $900k for BAV3, the over expenditure is for the Windle Road Land acquisition. This strategic land acquisition has been in negotiations for years and approved by Committee. Other minor over spend within Strategic parkswhich will be funded within the portfolio - this relates to Smart City Projects and Strategic Sport projects.

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000


$'00

0

Local Amenity

Actuals Budget

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

22,000

24,000


$'00

0

Parks, Sport and Environment

Actuals Budget

20 of 67


June 2018


Asset Rehabilitation

Comments per IS - Actual cost $33.9M inc. 18-19 budget carry over of $9.7M. The variance (Revised Budget minus FFC) is minus $134K. The EOFYC (End of Financial Year Cost ) is $24M.

Comments per WPR - Majority of rehabilitation projects were delivered, minor funding balancing between the sub-programs occurred.

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000


$'00

0

Asset Rehabilitation

Actuals Budget

21 of 67

RevenueYTD Act YTD Bud YTD Var FY F'cast

$'000 $'000 $'000 $'000 % Achieved $'000


Civic Centre Service Fees 177 173 4 173 102% 177

Library Fees and Fines 24 40 (16) 40 60% 40

Other Fees 337 308 29 308 109% 337

Operational Grants 2,525 2,579 (54) 2,579 98% 2,579

Capital Grants 0 0 0 0 n/a 0

Other Revenue 2,007 1,736 271 1,736 116% 2,007

Internal Revenue 483 321 162 321 150% 483

5,553 5,157 396 5,157 108% 5,623


Donated Asset Revenue 163 32 131 32 509% 163

Cash Contributions 8 3,746 (3,738) 3,746 0% 3,746

Hdwks Credit Consumption 0 0 0 0 n/a 0

171 3,778 (3,607) 3,778 5% 3,909

TOTAL 5,724 8,935 (3,211) 8,935 64% 9,532

FY Budget

Performance Report

June 2018

Arts, Social Development and Community

Engagement Department

Satisfactory results for Department controlled revenue. Operational Grants is under budget due to a change in the grant funding for Home Assist Community Care.

22 of 67

ASDCE Performance Report

June 2018

Department Controlled Expenses


$'000 $'000 $'000 $'000 % Achieved $'000

Wages (opex and capex) 8,127 8,894 767 8,894 91% 8,894

Overtime 267 117 (150) 117 228% 267

Allowances 18 13 (5) 13 138% 18

Other employee costs 2,311 2,353 42 2,353 98% 2,353

Total Labour Opex + Capex 10,723 11,377 654 11,377 94% 11,532

Less recovery/charge out (9) 143 152 143 (6%) 143

Opex Labour before Contractors 10,714 11,520 806 11,520 93% 11,675

Plus Contract Opex Labour 198 194 (4) 194 102% 198

Opex Labour incl Contractors 10,912 11,714 802 11,714 93% 11,873



$'000 $'000 $'000 $'000 % Achieved $'000

Advertising 299 311 12 311 96% 311

Materials 577 1,167 590 1,167 49% 1,167

Other Goods 1,228 977 (251) 977 126% 1,228

Other Services 1,298 2,111 813 2,111 61% 2,111

Service Contracts 916 873 (43) 873 105% 916

Other Materials and Services 520 323 (197) 323 161% 520

4,838 5,762 924 5,762 84% 6,253

Other Expense Sources

Other Expenses 1,413 3,883 2,470 3,883 36% 3,883

Internal Expenses 596 439 (157) 439 136% 596

6,847 10,084 3,237 10,084 68% 10,732

TOTAL DEPARTMENT CONTROLLED 17,759 21,798 4,039 21,798 81% 22,605

Corporate Controlled Expenses

Depreciation 212 285 73 285 74% 285

Finance Costs 0 0 0 0 n/a 0

Loss on Disposal Assets 25 0 (25) 0 n/a 25

TOTAL CORPORATE CONTROLLED 237 285 48 285 83% 310

FY Budget

FY Budget


Satisfactory results overall. Internal expenses over budget by $157k and is mostly offset by internal revenue within the department.

23 of 67


June 2018

Arts, Social Development and Community Engagement Department


107 89.2% 105 86.1% 109 87.9% 105 84.0% 105 83.3% 103 82.4%

13 10.8% 17 13.9% 13 10.5% 18 14.4% 19 15.1% 20 16.0%

0 0.0% 0 0.0% 2 1.6% 2 1.6% 2 1.6% 2 1.6%



100.2 100.4 100.6 98.3 98.8 100.6 101.3 102.7 102.1 103.5 109.6 103.1

10.4 9.4 9.4 9.5 12.3 11.4 5.6 8.3 9.1 9.7 10.4 9.3

110.7 109.8 110.0 107.7 111.1 112.0 106.9 111.0 111.2 113.2 120.0 112.4

(0.8) 0.2 0.2 (2.4) 0.5 1.8 0.7 1.4 (0.7) 1.5 6.0 (6.5)

1.1 (1.1) 0.0 0.1 2.8 (0.9) (5.8) 2.7 0.8 0.5 0.7 (1.1)

100.0 97.0 94.5 97.8 99.9 100.7 100.7 100.4 99.0 100.7 99.0 101.0

11.5 8.8 12.5 9.9 12.2 12.2 4.6 9.2 9.9 9.4 13.7 9.4

111.5 105.8 107.0 107.7 112.1 112.9 105.4 109.6 108.9 110.0 112.7 110.4Total FTEs last year

White collar staff

Blue collar staff

Total





No of people with 8+ weeks

No of people with 0-4 weeks


May-18 Jun-18Apr-18Mar-18Feb-18Jan-18

0

20

40

60

80

100

120

140

Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18

No

of

Pe

op

le

Annual Leave Balances by Weeks

No of people with 0-4 weeks No of people with 4-8 weeks No of people with 8+ weeks

0

20

40

60

80

100

120


FTEs

ASDCE - FTEs by Category


24 of 67


June 2018

Arts, Social Development and Community Engagement Department

Sick Leave:








LTI's 0 0 0 0 0 0 0 0 0 0 0 0 0

LTIFR 0 0 0 0 0 0 0 0 0 0 0 0 0




0

10

20

30

40

50

60

70

80


Ho

urs

ASDCE - Sick Leave Hours Per Person Per Annum

White collar staff Blue collar staff

25 of 67


June 2018

ASDCE Capital Expenditure by Program



$'000 $'000 $'000 $'000 % Achieved $'000

Department controlled 1,198 1,704 506 1,704 70% 1,704

Project No.YTD Actual

$'000

YTD Budget

$'000

61 60


$'000

YTD Budget

$'000

68 85

Project Name Explanations/Mitigations

Various Projects No Issues

FY Budget

No issues


DCH00020/ DCH00022 Civic Centre Assets

0

10

20

30

40

50

60

70


$'00

0

Civic Centre Branch

Actual Expend Original Budget

0

10

20

30

40

50

60

70

80

90


$'00

0

Art Gallery Branch


26 of 67


June 2018

ASDCE Capital Expenditure by Program con't


$'000

YTD Budget

$'000

1,068 1,549


$'000

YTD Budget

$'000

0 10


DEA00005 CCS Admin Assets No Issues

DEL10018 Library Capital Purchases

Variance is due to delay in delivering Springfield

central library, Redbank plains repurpose work and

Library pod installations pushed out to the next

financial year. Capital carry over to be requested in

next financial year.


0

2

4

6

8

10

12


$'00

0

Admin Branch


0

200

400

600

800

1,000

1,200

1,400

1,600

1,800


$'00

0

Library Branch


27 of 67

Revenue


$'000 $'000 $'000 $'000 % Achieved $'000


Operational Grants 299 166 133 166 180% 299

Other Revenue 281 264 17 264 106% 281

Internal Revenue 6 0 6 0 n/a 6

586 430 156 430 136% 586

Corporate Controlled 0 0 0 0 n/a 0

TOTAL 586 430 156 430 136% 586

Economic Development and Marketing

Performance Report

June 2018

FY Budget


28 of 67

EDM Performance Report

June 2018


Employee Expenses


$'000 $'000 $'000 $'000 % Achieved $'000


Overtime 70 63 (7) 63 111% 70

Allowances 11 5 (6) 5 220% 11

Other employee costs 947 1,060 113 1,060 89% 1,060


Less Capitalised Labour 82 0 (82) 0 n/a 82


Plus Contract Opex Labour 618 0 (618) 0 n/a 618

Opex Labour incl Contractors 4,817 4,677 (140) 4,677 103% 5,390



$'000 $'000 $'000 $'000 % Achieved $'000

Advertising 1,385 1,202 (183) 1,202 115% 1,385

Communication 24 0 (24) 0 n/a 24

Other Goods 87 95 8 95 92% 95

Other Services 653 408 (245) 408 160% 653

Service Contracts 1,085 1,714 629 1,714 63% 1,714

Entertainment 68 99 31 99 69% 99


3,604 3,782 178 3,782 95% 4,272


Other Expenses 38 12 (26) 12 317% 38


3,750 3,891 141 3,891 96% 4,418

TOTAL DEPARTMENT CONTROLLED 8,567 8,568 1 8,568 100% 9,808


Depreciation 2 1 (1) 1 200% 2

Other Finance Costs 0 0 0 0 n/a 0

TOTAL CORPORATE CONTROLLED 2 1 (1) 1 200% 2

Economic Development and Marketing Department Capital Expenditure



$'000 $'000 $'000 $'000 % Achieved $'000

Department Controlled 0 20 20 20 0% 20

FY Budget

FY Budget

FY Budget

Employee expenses over budget due to vacant position coverage and approved but unbudgeted positions.

Satisfactory results overall. Service contracts is under budget as the Ipswich Events Corporation Contracts have expired. Other services over budget relates to a payment to Ipswich Events Corporation in relation to the Ipswich Festival ($400k).

29 of 67


June 2018

Economic Development and Marketing Department


34 91.9% 32 86.5% 35 87.5% 35 92.1% 34 89.5% 31 86.1%

3 8.1% 5 13.5% 5 12.5% 3 7.9% 4 10.5% 5 13.9%

0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0%



39.2 39.1 37.4 37.8 37.3 35.6 36.4 36.0 39.3 37.5 37.5 35.3

39.2 39.1 37.4 37.8 37.3 35.6 36.4 36.0 39.3 37.5 37.5 35.3

0.4 (0.1) (1.7) 0.4 (0.5) (1.7) 0.8 (0.4) 3.3 (1.8) (0.0) (2.2)

35.0 34.1 35.0 35.6 36.0 35.4 34.4 36.5 36.7 36.3 36.3 38.7

35.0 34.1 35.0 35.6 36.0 35.4 34.4 36.5 36.7 36.3 36.3 38.7




May-18 Jun-18

Total

Jan-18 Feb-18 Mar-18 Apr-18




White collar staff

0

5

10

15

20

25

30

35

40

45


No

of

Peo

ple



0

5

10

15

20

25

30

35

40


FTEs

Economic Development and Marketing Department - FTEs by Category

White collar staff White collar staff last year

30 of 67


June 2018

Economic Development and Marketing Department

Sick Leave:







LTI's 0 0 0 0 0 0 0 0 0 0 0 0 0

LTIFR 0 0 0 0 0 0 0 0 0 0 0 0 0




40

50

60

70

80

90


Ho

urs

EDM - Sick Leave Hours Per Person Per Annum

White collar staff

31 of 67

Revenue


$'000 $'000 $'000 $'000 % Achieved $'000


Other Fees and Charges 7 0 7 0 n/a 7

Sales, Recoverable works 0 0 0 0 n/a 0


Other Revenue 93 0 93 0 n/a 93

100 0 100 0 n/a 100


Donated Asset Revenue 50,023 60,541 (10,518) 60,541 83% 60,541

Cash Contributions 16,886 11,252 5,634 11,252 150% 16,886

66,909 71,793 (4,884) 71,793 93% 77,427

TOTAL 67,009 71,793 (4,784) 71,793 93% 77,527

FY Budget

Infrastructure Services Department

Performance Report

June 2018

Satisfactory results for Department controlled revenue.

Donated assets, cash contributions and headwork credits are developer driven and will be closely monitored.

32 of 67

IS Performance Report

June 2018


General Ledger

Employee Expenses (incl. Labour Contracts)


$'000 $'000 $'000 $'000 % Achieved $'000

Wages (opex and capex) 7,778 9,035 1,257 9,035 86% 9,035

Contract (opex and capex) 622 0 (622) 0 n/a 622

Overtime 66 80 14 80 83% 80

Allowances 16 24 8 24 67% 24


Total Labour Opex + Capex 10,616 11,687 1,071 11,687 91% 12,309

Labour Breakdown (Project Ledger)YTD Act YTD Bud YTD Var FY F'cast

$'000 $'000 $'000 $'000 % Achieved $'000

Capex

Wages 8,767 10,273 1,506 10,359 85% 10,359

Contract 581 0 (581) 0 n/a 581

9,348 10,273 925 10,359 90% 10,940

Opex

Wages 836 1,332 496 1,331 63% 1,331

Contract 41 0 (41) 0 n/a 41

877 1,332 455 1,331 66% 1,372

Total Project Labour (opex and capex) 10,225 11,605 1,380 11,690 87% 12,312

FY Budget

FY Budget


33 of 67


June 2018

Department Controlled Expenses (con't)



$'000 $'000 $'000 $'000 % Achieved $'000

Service Contracts 58 418 360 418 14% 418

Consultants 513 667 154 667 77% 667

Other Materials and Services 505 38 (467) 38 n/a 505

1,076 1,123 47 1,123 96% 1,590


Other Expenses 125 0 (125) 0 n/a 125

Internal Expenses 668 0 (668) 0 n/a 668

793 0 (793) 0 n/a 793

TOTAL DEPARTMENT CONTROLLED

EXPENSES (excl. Labour) 1,869 1,123 (746) 1,123 166% 2,383


Depreciation 42 123 81 123 34% 123


Loss on disposal assets 28 0 (28) 0 n/a 28TOTAL CORPORATE CONTROLLED 70 123 53 123 57% 151

Infrastructure Services Department Minor Equipment Capital Expenditure



$'000 $'000 $'000 $'000 % Achieved $'000

Department Controlled 154 155 1 155 99% 155

Major Projects

Project No. Project NameYTD Actual

$'000

YTD Budget

$'000

154 155

FY Budget

FY Budget

Explanations/Mitigations

Various No issues.

Internal expenses over budget relates to fleet charges and waste disposal charges associated with the Redbank railway station car park. This is offset by external revenue.Satisfactory results for Materials and Services. Other Expenses relates to Bunnings refund for road infrastructure agreement $104k and Motor vehicle deductibles $21k. Internal expenses primarily relates to expensing of non capital related items.

0

75

150

225


$'00

0

IS Equipment Purchases

Actuals Budget

34 of 67


June 2018



88 77.1% 83 74.8% 80 72.8% 78 71.5% 82 72.7% 78 69.1%

24 21.1% 26 23.4% 26 23.6% 27 24.8% 27 23.8% 30 26.5%

2 1.8% 2 1.8% 4 3.6% 4 3.7% 4 3.5% 5 4.4%



57.6 58.4 59.4 56.4 56.4 55.4 55.4 53.6 53.6 53.6 56.2 56.8

53.0 52.0 53.0 54.0 55.0 55.0 56.0 56.0 54.0 53.0 56.0 55.0

110.6 110.4 112.4 110.4 111.4 110.4 111.4 109.6 107.6 106.6 112.2 111.8

(1.0) 0.8 1.0 (3.0) 0.0 (1.0) 0.0 (1.8) 0.0 0.0 2.6 0.6

(2.0) (1.0) 1.0 1.0 1.0 0.0 1.0 0.0 (2.0) (1.0) 3.0 (1.0)

52.2 54.2 54.2 54.4 53.4 55.4 58.8 59.8 57.9 58.8 58.6 58.6

56.0 56.0 56.0 55.0 56.0 58.0 57.0 57.0 59.1 59.0 56.0 55.0


White collar staff

Blue collar staff

Total






May-18 Jun-18Jan-18 Feb-18 Apr-18Mar-18



0

20

40

60

80

100

120


No

of

Peo

ple



48

50

52

54

56

58

60

62


FTEs

Infrastructure Services Department - FTEs by Category


35 of 67


June 2018


Sick Leave:








LTI's 0 0 0 0 0 0 0 0 0 1 0 0 0

LTIFR 0 0 0 0 0 0 0 0 0 67 0 0 0




40

50

60

70

80

90

100

110

120

130

140


Ho

urs

IS - Sick Leave Hours Per Person Per Annum


36 of 67

Revenue


$'000 $'000 $'000 $'000 % Achieved $'000


Utilities and Other Charges 91 70 21 70 130% 91

Change of Ownership Fees 664 648 16 648 102% 664

Other Fees and Charges 1,084 1,189 (105) 1,189 91% 1,189

Sales, Recoverable works 0 0 0 0 n/a 0

Operational Grants 4,518 4,431 87 4,431 102% 4,518


Other Revenue 36,081 32,131 3,950 32,131 112% 36,081

Internal revenue 1,811 1,812 (1) 1,812 100% 1,812

44,249 40,281 3,968 40,281 110% 44,355


General Rates 165,781 168,255 (2,474) 168,255 99% 168,255

Discounts/Remissions (10,493) (10,431) (62) (10,431) 101% (10,431)

Net Rates and Utilities 155,288 157,824 (2,536) 157,824 98% 157,824

Cash Donations and Contributions 0 0 0 0 n/a 0

Interest 4,854 3,887 967 3,887 125% 4,854

Gain on Asset Disposal 0 0 0 0 n/a 0

Tax Equivalents Revenue 5,270 4,987 283 4,987 106% 5,270

165,412 166,698 (1,286) 166,698 99% 167,948

TOTAL 209,661 206,979 2,682 206,979 101% 212,303

Finance and Corporate Services Department

Performance Report

June 2018

FY Budget

Satisfactory results overall. Other fees and charges under budget due to less than expected volume of property searches occuring in the 17/18 financial year. Operational grants over budget due to receipt from Department of Education and Training in relation to first start grant. Other revenue over budget due to QUU Tax revenue and Dividends received.

37 of 67

FC Performance Report

June 2018



$'000 $'000 $'000 $'000 % Achieved $'000


Overtime 13 20 7 20 65% 20

Allowances 104 139 35 139 75% 139



Less Capitalised Labour (2,468) (2,638) (170) (2,638) 94% (2,638)


Plus Contract Opex Labour 1,555 1,016 (539) 1,016 153% 1,555




$'000 $'000 $'000 $'000 % Achieved $'000

Communication 1,353 1,341 (12) 1,341 101% 1,353

Other Goods 991 1,073 82 1,073 92% 1,073

Other Services 7,658 7,976 318 7,976 96% 7,976

Service Contracts 10,228 10,196 (32) 10,196 100% 10,228

Legal Expenses 1,075 683 (392) 683 157% 1,075

Other Materials and Services 1,941 2,083 142 2,083 93% 2,083

23,246 23,352 106 23,352 100% 23,788


Finance Costs 550 560 10 560 98% 560

Other Expenses 3,762 3,702 (60) 3,702 102% 3,762

Internal expenses 344 353 9 353 97% 353

Community Services Expense 470 470 0 470 100% 470

28,372 28,437 65 28,437 100% 28,933



Depreciation 7,595 7,804 209 7,804 97% 7,804

Loss on disposal assets 0 0 0 0 n/a 0

QTC Finance Costs 12,861 13,642 781 13,642 94% 13,642

Other Finance Costs 441 0 (441) 0 n/a 441TOTAL CORPORATE CONTROLLED 20,897 21,446 549 21,446 97% 21,887

FY Budget

FY Budget


Satisfactory results overall. Legal expenses relate to various legal matters in the FCS Admin, CEO, and Corporate Services branches.

Satisfactory results for corporate controlled expenditure.

38 of 67


June 2018

Finance and Corporate Services Annual Leave


187 86.2% 182 86.3% 176 83.4% 171 83.4% 167 80.7% 162 76.4%

28 12.9% 26 12.3% 31 14.7% 30 14.6% 37 17.9% 46 21.7%

2 0.9% 3 1.4% 4 1.9% 4 2.0% 3 1.4% 4 1.9%



193.5 197.3 202.3 203.0 203.6 201.3 200.9 197.3 201.5 197.8 200.5 202.0

193.5 197.3 202.3 203.0 203.6 201.3 200.9 197.3 201.5 197.8 200.5 202.0

(3.2) 3.8 5.0 0.7 0.6 (2.3) (0.4) (3.5) 4.2 (3.7) 2.7 1.5

180.8 182.8 185.1 186.4 188.1 190.0 191.1 192.0 192.7 197.0 196.7 196.7

180.8 182.8 185.1 186.4 188.1 190.0 191.1 192.0 192.7 197.0 196.7 196.7

May-18 Jun-18Apr-18Mar-18Feb-18




Jan-18



White collar staff

Total


0

50

100

150

200

250


No

of

Pe

op

le



165

170

175

180

185

190

195

200

205

210


FTEs

Finance and Corporate Services - FTEs by Category


39 of 67


June 2018

Finance and Corporate Services Department

Sick Leave:





Lost Time Injury Frequency Rates - FCS:


LTI's 0 0 0 0 0 0 0 0 0 0 0 0 0

LTIFR 0 0 0 0 0 0 0 0 0 0 0 0 0




Lost Time Injury Frequency Rates - Executive Office:


LTI's 0 0 0 0 0 0 0 0 0 0 0 0 0

LTIFR 0 0 0 0 0 0 0 0 0 0 0 0 0



LTISR Rolling 12 months 831 451 61 61 0 0 0 0 0 0 0 1,302 2,028

50

55

60

65

70

75


Ho

urs

FC - Sick Leave Hours Per Person Per Annum (white collar staff)

White collar staff

40 of 67


June 2018

FC Capital Expenditure by Program



$'000 $'000 $'000 $'000 % Achieved $'000

Department Controlled* 24,640 38,830 14,190 38,830 63% 38,830

Major Projects

Project No. YTD Actual

$'000

YTD Budget

$'000

1,148 1,146

Major Projects


$'000

YTD Budget

$'000

7,411 7,790


Various Projects Satisfactory result.

FY Budget


Satisfactory result.Various Projects

0

200

400

600

800

1,000

1,200

1,400


$'00

0

ICT Hardware/Software


0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000


$'00

0

ICT Program Management


41 of 67


June 2018

FC Capital Expenditure by Program con't

Major Projects


$'000

YTD Budget

$'000

16,079 29,900


Various Projects

The CBD revitalisation projects are under budget

due to changes in composition and scope of the

included projects and has been influenced by

Council’s decision to build and own its

administration building located within the same

precinct.

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000


$'00

0

CBD Revitalisation


42 of 67

Excluding Ipswich Waste

Revenue


$'000 $'000 $'000 $'000 % Achieved $'000


Utilities and Other Charges 3,853 3,761 92 3,761 102% 3,853

Traffic and Reg Park Fees 1,252 1,148 104 1,148 109% 1,252

Other Fees and Charges 17 0 17 0 n/a 17

Sales, Recoverable Works 3,450 2,865 585 2,865 120% 3,450

Operational Grants 3,420 3,311 109 3,311 103% 3,420

Capital Grants 7,991 8,524 (533) 8,524 94% 8,524

Other Revenue 2,577 1,601 976 1,601 161% 2,577

Internal Revenue 13,590 13,611 (21) 13,611 100% 13,611

36,150 34,821 1,329 34,821 104% 36,704


Discounts/Remissions (57) (75) 18 (75) 76% (75)

Donated Asset Revenue 18,414 11,962 6,452 11,962 154% 18,414

Cash Contributions 7,228 10,815 (3,587) 10,815 67% 10,815

Interest 0 0 0 0 n/a 0

Gain on Disposal/Revaluation 220 0 220 0 n/a 220

25,805 22,702 3,103 22,702 114% 29,374

TOTAL 61,955 57,523 4,432 57,523 108% 66,078

Works, Parks and Recreation Department

Performance Report

June 2018

FY Budget


Cash contributions, donated asset revenue and headwork credits are developer driven.

43 of 67

WP Performance Report

June 2018



Employee Expenses


$'000 $'000 $'000 $'000 % Achieved $'000


Overtime 799 760 (39) 760 105% 799

Allowances 81 75 (6) 75 108% 81



Less Capitalised Labour (2,507) (2,144) 363 (2,144) 117% (2,507)

Opex Labour before Contractors 27,051 28,091 1,040 28,091 96% 27,773

Plus Contract Opex Labour 2,282 770 (1,512) 770 296% 2,282




$'000 $'000 $'000 $'000 % Achieved $'000

Maintenance 5,380 220 (5,160) 220 2445% 5,380

Materials 7,449 10,708 3,259 10,708 70% 10,708

Motor Vehicle Expenses 2,090 3,430 1,340 3,430 61% 3,430

Service Contracts 11,508 14,519 3,011 14,519 79% 14,519

Utilities Expenses 9,647 9,499 (148) 9,499 102% 9,647

Consultants 1,892 1,375 (517) 1,375 138% 1,892

Other Materials and Services 4,506 2,501 (2,005) 2,501 180% 4,506

42,472 42,252 (220) 42,252 101% 50,082


Other Expenses 1,242 1,459 217 1,459 85% 1,459

Internal Expenses 7,001 5,073 (1,928) 5,073 138% 7,001

50,715 48,784 (1,931) 48,784 104% 58,542

TOTAL DEPARTMENT CONTROLLED 80,048 77,645 (2,403) 77,645 103% 88,597


Depreciation 55,938 55,201 (737) 55,201 101% 55,938

QTC Finance Costs 364 395 31 395 92% 395


Loss on disposal assets 1,573 0 (1,573) 0 n/a 1,573

TOTAL CORPORATE CONTROLLED 57,875 55,596 (2,279) 55,596 104% 57,906

FY Budget

FY Budget

Employee expenses are over target predominantly due to unbudgeted positions in Executive and contingent workers in Fleet engaged to meet service standards due to vacant positions.

Satisfactory results overall. Consultants over budget due to expensing of capital projects. Other materials and services relates to corporate credit card accruals and additional services provided due to increase in revenue. This prodominately relates to additional RMPC funding received in June 18. Internal Expenses is over budget due to $1.9M relating to expensing of capital/planning based projects. This includes $1.6M associated with expensing of Landfill Improvement works (Whitwood Road Capping).

Loss on asset disposals relates to partial retirement of road infrastructure network assets.

44 of 67


June 2018




278 72.0% 267 70.5% 266 70.4% 273 71.1% 278 71.6% 271 69.5%

106 27.5% 110 29.0% 111 29.4% 110 28.6% 107 27.6% 114 29.2%

2 0.5% 2 0.5% 1 0.2% 1 0.3% 3 0.8% 5 1.3%



115.5 115.8 119.1 117.8 117.7 121.5 121.7 121.2 123.7 122.9 124.7 121.6

256.3 255.5 249.4 254.4 258.1 253.3 258.0 252.4 247.2 258.1 266.2 265.4

371.8 371.3 368.5 372.2 375.8 374.8 379.7 373.6 370.9 381.0 390.9 387.0

0.0 0.3 3.3 (1.3) (0.1) 3.8 0.2 (0.5) 2.6 (0.9) 1.8 (3.2)

(0.8) (0.8) (6.2) 5.0 3.8 (4.9) 4.8 (5.6) (5.3) 10.9 8.1 (0.8)

111.3 110.5 112.9 109.8 109.9 110.0 109.2 109.8 113.9 116.8 113.3 115.5

253.3 253.3 248.5 250.2 251.6 251.3 248.8 253.6 255.7 253.3 260.5 257.1


White collar staff

Blue collar staff

Total






Jan-18 Jun-18Apr-18Mar-18Feb-18 May-18



0

50

100

150

200

250

300

350

400

450


No

of

Pe

op

le



0

50

100

150

200

250

300


FTEs

Works, Parks and Recreation Department - FTEs by Category


45 of 67


June 2018


Sick Leave:








LTI's 0 0 0 0 0 0 0 0 0 0 0 0 1

LTIFR 0 0 0 0 0 0 0 0 0 0 0 0 19




50

60

70

80

90


Ho

urs

WP - Sick Leave Hours Per Person Per Annum


46 of 67


June 2018

WP Capital Expenditure by Program

Non-Infrastructure Program and excluding Ipswich Waste

Results as at 30 June 2018: YTD Act YTD Bud YTD Var FY F'cast

Department Controlled $'000 $'000 $'000 $'000 % Achieved $'000

Fleet 9,418 12,043 2,625 12,043 78% 12,043

WPR - Equipment 165 215 50 215 77% 215

Total Department Controlled 9,583 12,258 2,675 12,258 78% 12,258

Major Projects


$'000

YTD Budget

$'000

9,418 12,043

Major Projects


$'000

YTD Budget

$'000

165 215

FY Budget

Project Name

Various

Slightly under budget due to a couple of

items not delivered before the end of June.

Expendiutre will be covered within the

2018/19 allocation.

Explanations/Mitigations

Various

Capital expenditure under budget by

$2.6m. Prodominately, due to a number of

Job Trucks not delivered before the end of

financial year. All job trucks due to be

delivered by early August.


0

2,000

4,000

6,000

8,000

10,000

12,000

14,000


$'0

00

Fleet Services

Actuals Budget

0

50

100

150

200

250


$'0

00

WPR Equipment Purchases

Actuals Budget

47 of 67

Revenue


$'000 $'000 $'000 $'000 % Achieved $'000


Garbage Charges Revenue 27,416 27,305 111 27,305 100% 27,416

Net Rates and Utilities 27,416 27,305 111 27,305 100% 27,416

Waste Disposal Fees 6,791 6,428 363 6,428 106% 6,791

Operational Grants 2 0 2 0 n/a 2

Other Revenue 81 84 (3) 84 96% 84

Internal Revenue 1,238 1,549 (311) 1,549 80% 1,549

35,528 35,366 162 35,366 100% 35,842


Interest 367 235 132 235 156% 367

367 235 132 235 156% 367

TOTAL 35,895 35,601 294 35,601 101% 36,209

FY Budget

Ipswich Waste

Performance Report

June 2018

Satisfactory results overall. Internal Trading Revenue is under due to the correction of a cross charging issue within Waste.

48 of 67

IWS Performance Report

June 2018


Employee Expenses


$'000 $'000 $'000 $'000 % Achieved $'000


Overtime 550 399 (151) 399 138% 550

Allowances 18 19 1 19 95% 19



Less recovery/charge out 36 0 (36) 0 n/a 36






$'000 $'000 $'000 $'000 % Achieved $'000

Advertising 39 232 193 232 17% 232

Maintenance 59 198 139 198 30% 198

Materials 109 227 118 227 48% 227

Service Contracts 3,737 3,626 (111) 3,626 103% 3,737


4,445 4,488 43 4,488 99% 4,895


Other Expenses 52 0 (52) 0 n/a 52

Internal Expenses 7,602 7,892 290 7,892 96% 7,892

12,099 12,380 281 12,380 98% 12,839

TOTAL DEPARTMENT CONTROLLED 18,676 18,620 (56) 18,620 100% 19,778


Depreciation 738 739 1 739 100% 739


Loss on disposal assets 19 0 (19) 0 n/a 19

Tax Equivalents Expense 5,270 4,987 (283) 4,987 106% 5,270

TOTAL CORPORATE CONTROLLED 6,027 5,726 (301) 5,726 105% 6,028

FY Budget

FY Budget

Employee expenses are over target predominantly due to contingent workers and overtime required in order to meet service standards and achieve HR standards.

Satisfactory results overall. Other expenses relate to $2k for Bad and Doubtful Debts, Stripe Commission payments $10k and Website charges for online skip site $31k

49 of 67


June 2018

Ipswich Waste Annual Leave


53 72.6% 53 74.6% 48 71.6% 47 71.2% 46 71.9% 44 68.7%

19 26.0% 18 25.4% 17 25.4% 17 25.8% 18 28.1% 19 29.7%

1 1.4% 0 0.0% 2 3.0% 2 3.0% 0 0.0% 1 1.6%



9.8 8.8 9.8 9.6 9.6 9.8 8.6 7.6 6.8 7.8 7.8 7.8

55.3 54.3 55.3 55.3 55.3 56.0 61.3 61.3 58.3 56.3 55.1 54.3

65.1 63.1 65.1 64.9 64.9 65.8 69.9 68.9 65.1 64.1 62.9 62.1

0.0 (1.0) 1.0 (0.2) 0.0 0.2 (1.2) (1.0) (0.8) 1.0 0.0 0.0

(1.0) (1.0) 1.0 0.0 0.0 0.7 5.3 0.0 (3.0) (2.0) (1.2) (0.8)

12.8 12.8 12.8 12.8 11.8 11.8 12.8 9.8 9.8 9.8 9.8 9.8

56.7 56.7 56.7 56.7 54.8 53.8 54.7 56.2 56.2 57.2 56.3 56.3


White collar staff

Blue collar staff

Total





Jun-18Apr-18Mar-18




May-18Jan-18 Feb-18

0

10

20

30

40

50

60

70

80


No

of

Pe

op

le



0

10

20

30

40

50

60

70


FTEs

Ipswich Waste - FTEs by Category


50 of 67


June 2018

Ipswich Waste Services

Sick Leave:








LTI's 0 0 0 0 0 0 0 1 0 0 0 0 0

LTIFR 0 0 0 0 0 0 0 97 0 0 0 0 0




20

30

40

50

60

70

80

90

100

110


Ho

urs

Ipswich Waste - Sick Leave Hours Per Person Per Annum


51 of 67


June 2018

Waste Capital Expenditure by Project or Program Areas:

Ipswich Waste



$'000 $'000 $'000 $'000 % Achieved $'000

Department Controlled 944 1,060 116 1,060 89% 1,060

Major Projects


$'000

YTD Budget

$'000

944 1,060

FY Budget

Explanations/MitigationsProject Name

Various ProjectsBins replaced as required and

according to city growth.

0

200

400

600

800

1,000

1,200


$'0

00

Ipswich Waste Services

Actuals Budget

52 of 67

Revenue


$'000 $'000 $'000 $'000 % Achieved $'000


Utilities and Other Charges 39 92 (53) 92 42% 92

Net Rates and Utilities 39 92 (53) 92 42% 92

Town Planning Develop Fees 0 0 0 0 n/a 0

Hlth Animal Cemetery Fees 2,488 1,805 683 1,805 138% 2,488

Traffic and Reg Park Fees 1,137 1,290 (153) 1,290 88% 1,290

Other Fees 391 551 (160) 551 71% 551

Operational Grants 296 183 113 183 162% 296


Other Revenue 30 26 4 26 115% 30

4,381 3,947 434 3,947 111% 4,747


Gain on Disposal/Revaluation 0 0 0 0 n/a 0

0 0 0 0 n/a 0

TOTAL 4,381 3,947 434 3,947 111% 4,747

Health, Security and Regulatory Services Department

Performance Report

June 2018

FY Budget


Traffic and Reg Park Fees under budget as a result of parking officers undertaking testing requirements for the new ANPR vehicle, resulting in a reduction in PIN volumes.

Operational grants relate to Littering, Dumping and Waste reduction campaign ($50k) and immunisation grant ($215k) that was received earlier than planned. Other fees relates to lower than expected SPER revenue for non traffic related offences.

53 of 67

HSRS Performance Report

June 2018


Employee Expenses


$'000 $'000 $'000 $'000 % Achieved $'000


Overtime 89 145 56 145 61% 145

Allowances 30 27 (3) 27 111% 30



Less Capitalised Labour 25 (128) (153) (128) (20%) 25






$'000 $'000 $'000 $'000 % Achieved $'000

Maintenance 177 155 (22) 155 114% 177

Other Services 402 385 (17) 385 104% 402

Service Contracts 4,427 4,522 95 4,522 98% 4,522

Other Materials and Services 573 577 4 577 99% 577

5,579 5,639 60 5,639 99% 5,678


Other Expenses 65 76 11 76 86% 76


6,018 6,054 36 6,054 99% 6,128

TOTAL DEPARTMENT CONTROLLED 13,370 13,054 (316) 13,054 102% 13,806


Depreciation 457 837 380 837 55% 837


Loss on disposal assets 1 0 (1) 0 n/a 1


FY Budget

FY Budget

Employee expenses over budget due to additional contract positions held and vacancy rates not being met.

Satisfactory results overall. Service contracts under budget relates primarily to Safe City Branch. Maintenance over budget relates to cemetery slashing costs in Strategic Policy and Systems branch.

54 of 67


June 2018



54 81.8% 51 79.7% 51 79.7% 52 81.2% 55 80.9% 53 77.9%

12 18.2% 13 20.3% 13 20.3% 12 18.8% 13 19.1% 15 22.1%

0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0%



60.2 60.3 60.3 66.3 66.6 66.6 64.6 62.6 62.6 62.2 65.9 65.9

0.5 0.3 0.5 0.7 0.5 0.3 0.1 0.6 1.3 0.7 0.6 0.4

60.7 60.6 60.8 67.0 67.1 66.9 64.7 63.2 63.9 62.9 66.5 66.3

0.0 0.1 0.0 6.0 0.3 0.0 (2.0) (2.0) 0.0 (0.4) 3.7 0.0

(0.5) (0.2) 0.2 0.2 (0.2) (0.2) (0.2) 0.6 0.7 (0.6) (0.2) (0.2)

54.4 53.4 51.2 54.0 53.0 56.0 56.4 58.4 57.4 59.4 59.4 60.2

0.3 0.4 0.5 1.0 0.5 0.5 0.2 0.5 1.2 0.6 0.8 1.0

54.7 53.8 51.7 55.0 53.5 56.5 56.6 58.9 58.6 60.0 60.2 61.2


May-18 Jun-18Jan-18 Feb-18 Apr-18Mar-18




White collar staff

Blue collar staff

Total





0

10

20

30

40

50

60

70

80


No

of

Peo

ple



0

10

20

30

40

50

60

70


FTEs

Health, Security and Regulatory Services Department - FTEs by Category


55 of 67


June 2018


Sick Leave:







LTI's 0 0 0 0 0 0 0 0 0 0 0 0 0

LTIFR 0 0 0 0 0 0 0 0 0 0 0 0 0




40

50

60

70

80


Ho

urs

HS - Sick Leave Hours Per Person Per Annum

White collar staff

56 of 67


June 2018




$'000 $'000 $'000 $'000 % Achieved $'000

Department Controlled 2,474 2,070 (404) 2,070 120% 2,070

Major Projects


$'000

YTD Budget

$'000

2,337 2,066

Major Projects


$'000

YTD Budget

$'000

13 0

FY Budget


Relates to Meteorological Weather

Stations purchased for odour related

compliance matters.


No budget implications.Various Projects

Various Projects

0

250

500

750

1,000

1,250

1,500

1,750

2,000

2,250

2,500


$'0

00

Safe City Branch


0

2

4

6

8

10

12

14


$'0

00

Compliance


57 of 67


June 2018

HS Capital Expenditure by Program con't

Major Projects

Project No. YTD Actual $'000 YTD Budget $'000

4 4

Major Projects

Project No. YTD Actual $'000 YTD Budget $'000

121 -Various Projects No budget implications.


Various Projects No budget implications.


0

1

2

3

4


$'0

00

Animal Management Operations Branch


0

20

40

60

80

100

120

140


$'0

00

Strategic Policy and Systems Branch


58 of 67

Revenue:


$'000 $'000 $'000 $'000 % Achieved $'000


Town Planning Develop Fees 16,030 14,778 1,252 14,778 108% 16,030

Other Fees 39 40 (1) 40 98% 40

Govt Grant Subsidy 17 0 17 0 n/a 17

Other Revenue 13 3 10 3 433% 13

Community Service Revenue 470 470 0 470 100% 470

16,569 15,291 1,278 15,291 108% 16,570


Cash Contributions 5 5 0 5 100% 5

Interest 0 0 0 0 n/a 0

5 5 0 5 100% 5

TOTAL 16,574 15,296 1,278 15,296 108% 16,575

FY Budget

Planning and Development Department

Performance Report

June 2018


59 of 67

PD Performance Report

June 2018


Employee Expenses


$'000 $'000 $'000 $'000 % Achieved $'000


Overtime 14 30 16 30 47% 30

Allowances 4 4 0 4 100% 4



Less recovery/charge out 36 0 (36) 0 n/a 36


Plus Contract Opex Labour 0 0 0 0 n/a 0




$'000 $'000 $'000 $'000 % Achieved $'000

Legal Expenses 720 650 (70) 650 111% 720

Consultants 66 156 90 156 42% 156

Other Materials and Services 186 262 76 262 71% 262

972 1,068 96 1,068 91% 1,138


Other Expenses 2 12 10 12 17% 12


1,262 1,363 101 1,363 93% 1,438



Depreciation 1 1 0 1 100% 1



FY Budget

FY Budget



60 of 67


June 2018


79 75.2% 81 75.7% 80 75.5% 80 76.1% 74 70.5% 74 69.9%

25 23.8% 25 23.4% 24 22.6% 24 22.9% 31 29.5% 31 29.2%

1 1.0% 1 0.9% 2 1.9% 1 1.0% 0 0.0% 1 0.9%



101.6 101.6 99.0 98.7 101.4 100.6 100.1 101.3 101.3 100.7 100.7 101.7

101.6 101.6 99.0 98.7 101.4 100.6 100.1 101.3 101.3 100.7 100.7 101.7

1.1 0.0 (2.6) (0.3) 2.7 (0.8) (0.5) 1.2 0.0 (0.6) 0.0 1.0

99.0 96.4 96.7 97.7 98.8 98.8 99.0 101.3 100.3 100.3 100.5 100.5

99.0 96.4 96.7 97.7 98.8 98.8 99.0 101.3 100.3 100.3 100.5 100.5





White collar staff

Total



May-18 Jun-18Feb-18Jan-18 Apr-18Mar-18

-

20

40

60

80

100

120


No

of

Pe

op

le



0

20

40

60

80

100

120


FTEs

Planning and Development Department - FTEs by Category


61 of 67


June 2018

Planning and Development Department

Sick Leave:







LTI's 0 1 0 0 0 0 0 0 0 0 0 0 0

LTIFR 0 0 0 - 0 0 0 0 0 0 0 0 0

LTIFR Rolling 12 months 6.16 12.22 12.23 12 12 6 6 6 6 6 6 6 6


LTISR Rolling 12 months 18.48 36.65 183.4 313 399 514 615 741 858 866 858 879 887

30

40

50

60

70

80


Ho

urs

PD - Sick Leave Hours Per Person Per Annum

White collar staff

62 of 67


June 2018

Customer Engagement System

All Council:

All Council Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18

Service Requests - Completed on time (%) 96 96 97 96 97 96 97 96 95 95 95 94

Baseline - Completed on time (%) 85 85 85 85 85 85 85 85 85 85 85 85

Total Service Requests 4,416 5,140 4,612 5,095 5,124 4,620 6,062 5,391 6,261 5,861 5,811 4,725

Arts, Social Development and Community Development Department:

AS Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18



Total Service Requests 1 0 0 0 0 0 0 0 0 0 1 0

JuneNo service requests received in June.

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

0

10

20

30

40

50

60

70

80

90

100


Tota

l Se

rvic

e R

eq

ue

sts

% C

om

ple

ted

on

Tim

e

Service Requests Completed on Time

Total Service Requests Service Requests - Completed on time (%) Baseline - Completed on time (%)

0

0

0

1

1

1

1

010

20

30

4050

60

70

80

90

100


Tota

l Se

rvic

e R

eq

ue

sts

% C

om

ple

ted

on

Tim

e



63 of 67


June 2018

Economic Development and Marketing Department:

EDM Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18




Infrastructure Services Department:

IS Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18




JuneNo service requests received in June.

0

1

2

0

10

20

30

40

50

60

70

80

90

100


Tota

l Se

rvic

e R

eq

ue

sts

% C

om

ple

ted

on

Tim

e



0

20

40

60

80

100

120

0

10

20

30

40

50

60

70

80

90

100


Tota

l Se

rvic

e R

eq

ue

sts

% C

om

ple

ted

on

Tim

e



JuneThe results exceed the baseline for June.

64 of 67


June 2018

Finance and Corporate Services Department:

FC Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18




Works Parks and Recreation Department:

WP Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18




0

100

200

300

400

500

600

700

800

0

10

20

30

40

50

60

70

80

90

100


Tota

l Se

rvic

e R

eq

ue

sts

% C

om

ple

ted

on

Tim

e




0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

0

10

2030

40

50

60

7080

90

100


Tota

l Se

rvic

e R

eq

ue

sts

% C

om

ple

ted

on

Tim

e




65 of 67


June 2018

Health, Security and Regulatory Services Department:

HS Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18




Planning and Development:

PD Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18





0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

0

10

20

30

40

50

60

70

80

90

100


Tota

l Se

rvic

e R

eq

ue

sts

% C

om

ple

ted

on

Tim

e



0

20

40

60

80

100

120

0102030405060708090

100

Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18To

tal S

erv

ice

Re

qu

est

s

% C

om

ple

ted

on

Tim

e




66 of 67


June 2018

Council Environmental Performance:

Waste Generated by Council Departments (Tonnes): Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18

AS Event Recycling - - - - - - - - - - - - -

Depot Commercial and Industrial 0.20 0.39 0.39 1.17 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.20 0.59

Office Recycling 0.28 0.19 0.24 0.11 0.01 0.21 0.01 0.11 0.20 0.68 0.11 0.20 0.01

Office Commercial and Industrial - - - - - - - - - - - - -

IS Office Recycling 0.08 - - - - - - - - - - - -

Depot Recycling - - - - - - - - - - - - -

Depot Construction and Demolition - - - - - - - - - - - - -

FC Office Recycling 0.79 0.30 0.31 0.47 0.57 0.12 0.15 0.39 0.49 0.40 0.51 0.71 0.60

Office Waste - - - - - - - - - - - - -

Office Commercial and Industrial 0.26 0.26 0.27 0.04 0.29 0.23 0.26 0.26 0.24 0.26 0.26 0.27 0.26

WPR Event Recycling - - - - - - - - - - - - -

Depot Construction and Demolition 66.38 51.36 75.91 63.84 39.67 54.81 22.22 24.38 47.16 46.02 48.92 49.20 65.54

Depot Commercial and Industrial 17.85 18.37 20.70 51.19 20.86 17.75 17.17 18.75 16.75 20.87 17.68 20.85 19.19

Depot Recycling 3.30 13.34 9.02 10.94 4.99 4.26 7.89 11.77 5.13 3.19 4.55 9.32 10.27

Office Commercial and Industrial 10.27 9.70 11.25 3.90 9.88 9.85 9.84 10.40 9.23 9.80 8.74 10.32 9.74

Office Recycling 4.81 4.48 4.64 4.41 4.22 4.57 3.46 4.42 3.61 3.66 3.60 4.91 3.72

Timber 30.64 36.04 22.30 38.58 24.94 16.46 4.55 6.48 10.22 13.36 15.60 11.68 40.96

Metal collected from Depots 6.02 3.71 1.72 2.68 3.50 3.39 1.97 10.72 8.32 - 2.30 9.38 3.64

Community Service Obligation - - - - - - - - - - - - -

HS Depot Commercial and Industrial - 0.50 - - 0.15 0.08 - 0.38 - 0.19 - 0.29 0.10

PD Office Recycling - - - - - - - - - - - - -

Total Waste 139.55 133.35 106.96 97.43 120.00 140.88 138.64 146.75 177.33 109.28 111.93 117.33 154.62

* Education Program Recycling relates to bins supplied to schools/community groups with no charge as part of the education program

** Operational Recycling is all recycling that is produced outside the office

*** Operational Waste is all waste that is produced outside of the office, such as green waste and timber

**** Public Place Recycling is recycling in a public place, such as a public pool

*# Park Recycling is recycling from parks

Community Environmental Performance:

Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18

% % % % % % % % % % % % %

Total recycling rate 31.37 33.72 26.89 31.84 33.32 34.34 29.69 35.92 38.06 32.50 31.71 31.5 30.44

% Waste diverted from landfill* 47.62 56.12 32.89 49.46 45.43 49.88 41.16 51.68 56.52 45.99 42.77 48.74 36.59

*At Riverview Transfer Station


Benefits Shakedown Workshops Sept 20080%10%20%30%40%50%60%70%80%90%100% CRM EAM FIN PPM PROC%age of Outcomes (unweighted) To be Reviewed onceActions are completedActions Identified toDeliver These OutcomesOutcomes AlreadyAchieved

67 of 67

1

City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.18 OAR: YESAuthorisation: Jeff Keech

VML:VMLA4976541

24 July 2018

M E M O R A N D U M

TO: ACTING CHIEF OPERATING OFFICER (FINANCE AND CORPORATES SERVICES)

FROM: ADMINISTRATION SUPPORT MANAGER

RE: MOTIONS FOR 2018 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND CONFERENCE

INTRODUCTION:

This is a report by the Administration Support Manager dated 24 July 2018 concerningproposed motions to be submitted to the 2018 Local Government Association of Queensland (LGAQ) Conference being held from 29 to 31 October 2018.

BACKGROUND:

Each year local governments have the option of submitting motions on particular matters of concern to the LGAQ Conference for debate and follow up. These motions consist of either Part 1 or Part 2 motions. Part 1 motions are a review of LGAQ’s Policy Statement and Part 2 motions are any new motions for discussion and consideration at the conference.

It is a requirement that any motions forwarded to the LGAQ for inclusion on the conference agenda need to have been approved by Council prior to submission. Submission of motions for the 2018 LGAQ Conference will close on Friday, 24 August 2018 therefore any proposed motions will need to be approved at the Council Ordinary Meeting scheduled for Monday, 20 August 2018.

CONSULTATION:

The attached motions have been forwarded to Council’s LGAQ delegate, Councillor Paul Tully, the Acting Mayor and the Chief Executive Officer.

2

CONCLUSION:

The Local Government Association of Queensland have called for motions for their annual conference being held in October. A council decision approving these motions is required in order to submit the motions to LGAQ.

ATTACHMENT:

Name of Attachment Attachment Part 2 Motions for Local Government Association 2018 Conference Compliance notices for offences within Chapters 2, 2A, 2B and 3 of the Animal Management (Cats and Dogs) Act 2008

Attachment A

Market Value Recalculations for Trunk Infrastructure Attachment B

Establish and implement a register of advanced offsets under the Environmental Protection and Biodiversity Conservation Act 1999

Attachment C

Inclusion of Smart Nodes in unmetered Local Government Owned Rate 3 Street Lighting

Attachment D

Replacement of Mercury Vapour Street Lights – Cost Implications Attachment E

Shared Local Government Boundary Agreements Attachment F

RECOMMENDATION:

That Council approve the Part 2 Motions as detailed in Attachments A to F of the report by the Administration Support Manager dated 24 July 2018 to be submitted to the 2018 Local Government Association of Queensland Conference being held from 29 to 31 October 2018.

Vicki LukritzADMINISTRATION SUPPORT MANAGER


Jeff KeechACTING CHIEF OPERATING OFFICER (FINANCE AND CORPORATE SERVICES)

Compliance notices for offences within Chapters 2, 2A, 2B and 3 of the Animal Management (Cats and Dogs) Act 2008

Submitting council / organisation Ipswich City Council

If this submission has been carried at a ROC/LGA, please indicate belowN/A

Title of motion Compliance notices for offences within Chapters 2, 2A, 2B and 3 of the Animal Management (Cats and Dogs) Act 2008 (the Act)

Category Community Services and Social Policy

Council resolution #

TBA

Date of council resolution

Please select the date of resolution here

Motion That the Local Government Association of Queensland makes representations to the Minister for the Department of Agriculture and Fisheries for an amendment to the Act to provide for compliance notices and seizure powers (for not complying with notice provisions) for offences within Chapters 2, 2A, 2B and 3.

Background The ability to issue a compliance notice within the Act is limited to regulated dog offences. This limits local governments’ ability to effectively enforce the offences of the Act that aren’t related to regulated dogs. The result is that often, Council can infringe an owner for an offence, but cannot take meaningful action beyond that to stop the activity/offence from persisting (sometimes indefinitely).

What is the desired outcome sought?

That the Act is amended to allow for compliance notices for Chapters 2, 2A, 2B and 3. These notices need to be supported by amendments to the s.125 seizure power and disposal/destruction powers must exist (to ensure a pathway is available for local government if the owner is unwilling to comply).

Market Value Recalculations for Trunk Infrastructure



Title of motion Market Value Recalculations for Trunk Infrastructure

Category Planning and Development


TBA



Motion That the Local Government Association of Queensland lobby the Department of State Development, Infrastructure and Planning to reconsider the inclusion of Market Value Assessments in the recalculation of establishment costs for trunk infrastructure pursuant to Section 137 of the Planning Act 2016.

Background The Planning Act 2016 requires that Local Governments have a Local Government Infrastructure Plan (LGIP) with many prepared in accordance with Statutory Guideline 03/14: Local Government Infrastructure Plans. Local governments are required to, amongst other matters, undertake the following steps in preparing a LGIP:

∑ a Local Government when preparing a LGIP to appoint anindependent review to undertake two compliance reviews and for the LGIP to be reviewed and approved by the State Government before being adopted;

∑ the undertaking of a land valuation study by a qualified valuer using a methodology that is prescribed in the statutory guidelineand which, in combination with estimated construction costs, forms the basis for calculating the establishment costs of the trunk infrastructure networks;

∑ based on the establishment costs, a Local Government isrequired to undertake a financial sustainability review and identify how any ‘shortfall’ in funding from levied infrastructure charges for the trunk infrastructure is to be met and align the LGIP and the long term financial forecasts; and

August 18Wilson Crawley

2

∑ that the extrinsic material to the LGIP (that includes the land valuation study and a Schedule of Works model (SoW) whichincludes the land value/cost for each project is consulted on when the LGIP is being prepared and published once it has been adopted..

The Planning Act 2016 also requires local governments to adopt an Adopted Infrastructure Charges Resolution (AICR) which provides the basis for levying infrastructure charges and providing offsets and refunds where a developer contributes a trunk infrastructure asset.

Pursuant to the Planning Act 2016, at the time of receiving a development approval and the issuing of an Infrastructure Charges Notice (ICN) a developer may request a market value determination by a registered valuer using specified methodology. Whilst may be a reasonable approach in principle, it is inconsistent with the approach used in the LGIP to value land for the purpose of calculating the establishment costs and that has formed the basis of the financial sustainability review and long term financial forecasting and provides a level of uncertainty.

When a developer enters into purchase negotiations with the landowner they are able to obtain information and therefore should have knowledge of land values from the LGIP and its extrinsic material. As a result, the negotiations to purchase the land will often take this into account, and some of the land (particularly in the example of open space and parks) will be excluded from their own valuation assessments of the land and factored into the purchase priceaccordingly. Notwithstanding, once receiving an infrastructure charges notice and a development approval, the same developer may seeks a market value assessment of the relevant land which takes a rather isolated approach to the consideration of the value of this land. It appears that at times, developers may also use this as an opportunity to generate additional returns as part of the development process thereby further increasing their margins.

The process and approach of allowing a subsequent valuation from the LGIP can result in an assessment of value significantly greater than identified in the extrinsic material to the LGIP and which has been prepared to the prescribed methodology by a qualified valuer. In the Ipswich experience, the difference can be as much as more than 10 times the values identified in the LGIP and its extrinsic material. In an environment where infrastructure charges are capped, there is essentially no mechanism to recover these additional costs and cumulatively, particularly in high growth local government areas, will undermine the sustainability of and ability to fund necessary trunk infrastructure to support development and growth.


3


A review of the legislation, the relevant statutory guidelines and the approach to the market value assessment of land is required to achieve a better balanced approach and ensure that the ratepayers of relevant local governments and not left with unsustainable or inappropriate financial liabilities which are a development cost and should be borne by the development.

Establish and implement a register of advanced offsets under the Environment Protection and Biodiversity Conservation Act 1999



Title of motion Establish and implement a register of advanced environmental offsets under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act)

Category Environment and Health


TBA



Motion That the Local Government Association of Queensland make representation to the Federal Department of Environment and Energy to establish a register of advanced environmental offsets under the EPBC Act and promote its application during both the strategic assessment and referral process.

Background Offsets are measures that compensate for the residual impacts of an action on the environment i.e. protecting areas in local government conservation estates. Advanced offsets are put in place before any impact occurs, helping to reduce effect on the environment.

In 2016, the Federal Department of Environment and Energy developed a policy to specifically manage advanced environmental offsets under the EPBC Act. This policy directs that environmental offsets cannot be considered until the assessment stage of an impact. When, where and how this offset occurs is up to the discretion of the proponent.

Currently no register of advanced offset provisions exists that would allow proponents to identify actions conducted by other organisations, such as local government, that could be used as an offset for an impact. This is contrary to the Queensland Offsets Act 2014 which does have an advanced offsets register.

It is Council’s understanding that the Queensland Government intends to undertake a strategic assessment under the EPBC Act as part of


2

ShapingSEQ regional plan. Typically strategic assessments will set a framework or mechanism for proponents to deliver their EPBCenvironmental offset requirements.

The role of advanced environmental offsets in a strategic assessment is not clear. It is the understanding of Council that blanket approval of advanced offsets under a strategic assessment cannot be approved given the requirements for case-by-case assessment by the Federal Minister.

Given the ability for advanced environmental offsets to reduce the effects of impacts on the environment, clarity around the links between advanced offsets and strategic assessments should be sought. Particular reference to creation of an advanced offsets register would be advantageous.


Council is seeking the creation of an advanced environmental offset register under the EPBC Act. Further clarification around what role this could play with current and potential strategic assessments covering South-east Queensland is also sought.

Creation of an advanced offsets register for the EPBC Act would have a number of benefits for local governments:

∑ Creation of a competitive, transparent and open market for advanced offsets

∑ Reduction in lag time between time of impact and delivery of an offset

∑ Early protection or purchase of land prior to potential increases in land value

∑ Ability of those delivering offsets on ground to strategically select blocks for offsets

The register would be required to list the following:∑ The specific Matter of National Environmental Significance that is

being addressed∑ The amount of land or quantity of actions that have occurred∑ The quality of land before and after the offset had occurred∑ What actions are currently taking place at the offset∑ Comprehensive understanding of the risk of loss with and without

the offset

Inclusion of Smart Nodes in Unmetered Local Government Owned (Rate 3) Street Lighting



Title of motion Inclusion of Smart Nodes in Unmetered Local Government Owned (Rate 3) Street Lighting

Category Infrastructure, Economics and Regional Development


TBA



Motion That the Local Government Association of Queensland lobby the Australian Energy Market Operator (AEMO) to include luminaires with attached smart nodes within the Australian market framework.

Background Existing AEMO rules do not allow lights with smart nodes to be included on unmetered Local Government Owned Rate 3 lights. Currently, AEMO allows only unmetered loads published in AEMO national electricity market load tables to be used for street lightconnection points. Smart nodes are currently not included in the tables. This is due to continuously changing power consumption of the node component. Consequently, a combination of a street light and smart node is not allowed.

This is a regressive approach as it hinders cost efficient development of smart city technologies. Typically if unmetered supply cannot be used then additional infrastructure for metering needs to be installed resulting in additional capital and ongoing costs to councils.

Ipswich City Council is undertaking trials to measure the power consumption of Light Emitting Diode (LED) city lighting using smart nodes and the outcome is expected by March 2019.


2


Desired outcome is for AEMO to include smart node devices in national electricity market load tables.

Onus is on the AEMO to provide a mechanism for this inclusion.

Benefits are:- more cost effective smart city infrastructure for Local

Governments- making use of existing street lighting infrastructure (as this

would not be possible under current AEMO rule unless metering is used)

Replacement of Mercury Vapour Street Lights – Cost Implications



Title of motion Replacement of Mercury Vapour Street Lights – Cost Implications



TBA



Motion That the Local Government Association of Queensland lobby theFederal and State Governments to assist Local Governments withreplacement of Mercury Vapour street lights.

Background Existing Mercury Vapour (MV) light sources are being phased out under auspices of Minimata convention ratified by Australian Government in 2013. MV lamps are no longer produced in some countries. Local supply authority (Energex) will undertake the works. Phasing out will take place between 2020-2025 with no importation of MV lamps from 2020. Local supply authority will not replace MV light bulbs from 2020. MV lights will be replaced with LED lights.

Process of phasing out is rapid. Quantity of lights is significant. Proportion of MV lights in Energex public lighting assets is currently 43%. This would be relatively uniform across most councils. It was proposed that Local Governments would take on the cost through increased Network Charge component of electricity bills.

Preliminary analysis indicates up to 50% increase to local governmentstreet lighting electricity bill based on 2020/21 supply authority projections.


2


The desired outcome is for the Federal (Department of Environment and Energy) and State Governments to provide assistance to Local Governments to share the burden of phasing out and replacement ofMV lights. While the costs have not been finalised it is imperative that LGAQ actively pursues this policy and puts pressure on players to minimise financial impact on Local Governments.

Shared Local Government Boundary Agreements

Submitting council / organisation Ipswich city Council


Title of motion Shared Local Government Boundary Agreements



TBA



Motion That the Local Government Association of Queensland assists tofacilitate agreements between relevant Local Governments for consistent approach along boundaries with shared infrastructures.

Background Part of Local Government boundaries are commonly aligned within the width of road reserves.

Various maintenance and design standards are applied to sameroad reserves due to different standards adopted by Local Governments. Main variations include difference in technical standards and defect intervention levels.

In some cases, the variation in levels of maintenance standards within the same road reserve does not meet expectations of community members.

Ipswich City Council has shared boundaries with five other Councils and has experienced difficulties due to variation in maintenance standards.

There are currently no formal agreements between Local Governments for consistent approach in road maintenance and repair standards along the boundaries.


2


1. Consistent approach to services and maintenance standards forshared boundary road reserves.

2. Formal agreements reached between relevant Local Governments on road and streetscape maintenance responsibilities for road reserves along shared boundaries.

1

A4978539

6 August 2018

M E M O R A N D U M

TO: ACTING MAYOR AND MEMBERS OF CITY MANAGEMENT, FINANCE AND COMMUNITY ENGAGEMENT COMMITTEE

FROM: CHIEF EXECUTIVE OFFICER

RE: EXECUTIVE SECRETARIAT UPDATE

INTRODUCTION:

This is a report by the Chief Executive Officer dated 6 August 2018 providing an update onthe Office of the Chief Executive Officer for the month of July 2018.

BACKGROUND:

The Executive Secretariat consists of the Executive Office, Mayoral Office, Executive Research, Internal Audit and Legal Services.

Following is a summary of activities for each area:

Executive Office

Representative Duties

The CEO has attended the following meetings/ events in the month of July:

∑ Council Ordinary Meeting∑ Company Board Meetings∑ Committee Meetings∑ LGAQ Information Session∑ Queensland Treasury Corporation∑ Healthy Land and Water Awards 2018 Dinner∑ SEQ Regional Planning Committee Meeting

The CEO has also started meeting with third level managers throughout the month to discuss cultural concerns in their areas. The CEO also facilitated ‘CEO Information Sessions’ with all staff to discuss the organisation’s priorities.

City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.18 OAR: YESAuthorisation: Sean Madigan

2

During July the CEO exercised financial delegations as per Council resolutions listed in Attachment A.

Emerging Issues

EvexiaA staff wellbeing survey has been distributed to all staff. Evexia will complete the analytics and provide results to the Executive Team early September.

Psychological first aid training will be provided to all level 3 and 4 managers throughout August and rolled out to wider Council staff from September.

Human Resources ManagerA suitable candidate was not identified in the recent recruitment process so Ms Louise Harding has been appointed to act in the position for 12 months at which time recruitment will commence again.

Executive Research

For the month of July 2018, the Executive Research Office received 16 requests for assistance from the community. The matters mostly related to unresolved and ongoing concerns or issues that involved interdepartmental co-ordination or the involvement of external government organisations.

Liaison activities with the Department of Local Government have continued with assistance being provided on background to escalated resident’s concerns and provision of information as requested.

Work is still progressing in preparation for the Divisional boundary review with discussions commencing both internally and with the Electoral Commission.

Internal Audit

The Internal Audit Branch is in the process of updating and changing its position descriptions as part of taking on more responsibilities to ensure preventative measures in the organisation is strengthened. On top of this we will be advertising for an additional internal auditor.

Standard reports were prepared for the August 2018 Audit and Risk Management Committee and additional to this the following yearly reports were included:

∑ Internal Audit Performance Report.∑ Annual Assertion Statement on achieving the International Standards for Professional

Practice of Internal Auditing.∑ Extra effort has been made by the organisation to address overdue recommendations

and internal audit will therefore submit a late and updated report to show this improvement.

3

The following reports were issued:∑ Environmental Plan Levy.

The following internal audits/activities are in progress:∑ Community Lease Agreements – In progress.∑ Construction Quality Verification – In progress.∑ Design Certification – draft report issued.∑ ICT Managed Services Implementation – In progress.∑ Enterprise Resource Planning (ERP) Observation /Advice – Ongoing.∑ Fraud Prevention and Investigation Process – In progress.

Continued internal audit observer involvement in the following groups:∑ Information and Communications Technology Collaborative Group.∑ Human Resources Information Systems Project. (E-Hub Project Working Group).∑ Central Business District – Project Control Group – Providing feedback and advice.

Internal Investigations∑ Internal investigations are ongoing and assistance being provided to the Crime and

Corruption Commission in relation to external investigations.∑ Preparing responses to various organisations including complainants in regards to the

investigations.∑ Preparing briefing notes in regards to investigations.∑ Planning, sourcing, initiating, obtaining information and managing of investigations that

have been outsourced. ∑ Internal Audit is also looking to add measures to assist in uncovering and dealing with

Fraud and Corruption.

Internal Audit attended the quarterly Local Government Internal Auditors Discussion Group Meeting.

Legal Services

Legal Requests for July 2018:∑ From 1 July – 31 July 2018 Legal Services Branch received 36 Legal Requests, four (4) of

which were outsourced.∑ Nine of those matters were High priority, fourteen were Medium priority, 6 were Low

priority and the remaining 7 are ongoing matters.∑ Of the Legal Requests received since 1 July 2018; 33% were received from FCS, 22% from

WPR, 14% from EDM; 11% from ASDCE, 8% from HSRS, and 8% from PD and 3% from Executive Secretariat.

Attachments

Name of Attachment Attachment Attachment A –CEO delegations exercised under Council resolution Attachment A

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RECOMMENDATION:

That the report providing the activities of the Office of the Chief Executive Officer be received and the contents noted.

Sean MadiganCHIEF EXECUTIVE OFFICER

Date Committee Item No. Recommendations Comments

6/26/2018 C&E 7. PROPOSED SOLAR FARM - WHITWOOD ROAD LANDFILL - PROPOSED DEED OF VARIATION - DIVISION 3

A. That Council enter into a Deed of Variation with LMS Energy Pty LtdACN 059 428 474, to amend Contract No. 11808 as detailed in Attachment C of the report by the Acting Chief Operating Officer (Works, Parks and Recreation) dated8 June 2018.

B. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the Deed of Variation with LMS Energy Pty Ltd to be executed by Council, and to do any other acts necessary to implement Council’s decision in accordance with section 13(3)(c) of the Local Government Act 2009.

Contract signed by CEO on 02.07.18

2/27/2018 CMFCE Ctee 11. ACQUISITION OF VACANT LAND – 84 WARDS ROAD, SOUTH RIPLEY, DESCRIBED AS LOT 1 ON RP24387 – DIVISION 8

A. That Council authorise the Chief Executive Officer to negotiate a contract of sale with the registered property owners, for Council to acquire the land at 84 Wards Road, South Ripley described as Lot 1 on RP24387 and to do any other acts necessary to implement Council’s decision to acquire this land in accordance with section 13(3) of the Local Government Act 2009B. That Council enter into a finalised contract of sale with the registered property owners to acquire, for open space purposes, the area of vacant land located at 84 Wards Road, South Ripley described as Lot 1 on RP24387, as detailed in the report by the Senior Property Officer dated 29 January 2018

Signed by CEO on 17.07.18

6/26/2018 WPS 6. CONTRACT 14-15-026 LOCKSMITHS SERVICES: TERMINATION OF CONTRACT DUE TO BUSINESS BEING SOLD

A. That Council resolve it is satisfied pursuant to section 235 (b) of the Local Government Regulation 2012 (Qld) that the exemption under section 235 (b) applies and that it would be impractical and disadvantageous for Council to invite quotes or tenders at this time and that Rivercity Locksmiths and Security, has the specialised services capacity available to Council to provide the services as per the current Contract14-15-026.

B. That Council enter into a contract with Rivercity Locksmiths and Security for the provision of locks services to Council for a period of one (1) year with no option for extension.

C. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the contract to be executed by Council and to do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

Contract signed by CEO on 10.07.2018

7/25/2017 CFMCE Brd 17. SPRINGFIELD LIBRARY OPTIONS – SPRINGFIELD CENTRAL – DIVISION 1

A. That the new Springfield Central Library be accommodated in an office tenancy located at Mirvac Orion Shopping Centre, Springfield Central as outlined in the report by the Chief Operating Officer (Works, Parks and Recreation) dated 17 July 2017.B. That Council (as tenant) enter into a lease with Mirvac, to locate the Springfield Central Library at Mirvac Orion Shopping Centre, Springfield Central. The term of the lease is for a five (5) year initial lease with a further five (5) x year option as outlined in the report by the Chief Operating Officer (Works, Parks and Recreation) dated 17 July 2017.C. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the lease to be executed by Council, as tenant, and do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009. D. That the Chief Operating Officer (Works, Parks and Recreation) negotiate and finalise an agreement with Mirvac for temporary use and development of the land at 130 Southern Cross Circuit, Springfield Central (Lot 773 on SP253291) as a local park.E. That Council continue negotiations with the State Government, for the purposes of joint investment options, for a future civic building at 130 Southern Cross Circuit, Springfield Central (Lot 773 on SP253291).

Signed by CEO on 17.07.18

Date Committee Item No. Recommendations Comments

5/30/2017 CMFCE Ctee 7.PROVISION OF ICT MANAGED SERVICES - TENDER NO. 16-17-078

A. That Tender No. 16-17-078 for the ICT Managed Services contract be awarded to Datacom Systems Pty Ltd and Telstra Corporation Limited in separable portions.B. That Council enter into a contract with Datacom Systems Pty Ltd for ICT Managed Services, for a maximum period of five (5) years, consisting of an initial contract term of three (3) years, with two (2), one (1) year extension options.C. That Council enter into a contract with Telstra Corporation Limited for ICT Managed Services, for a maximum period of five (5) years, consisting of an initial contract term of three (3) years, with two (2), one (1) year extension options.D. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the contracts to be executed by Council for contract 16-17-078 for the provision of ICT Managed Services, and to do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

Deed of Novation signed by CEO on 17.07.18.

7/25/2017 CFMCE Brd 17. SPRINGFIELD LIBRARY OPTIONS – SPRINGFIELD CENTRAL – DIVISION 1

A. That the new Springfield Central Library be accommodated in an office tenancy located at Mirvac Orion Shopping Centre, Springfield Central as outlined in the report by the Chief Operating Officer (Works, Parks and Recreation) dated 17 July 2017.B. That Council (as tenant) enter into a lease with Mirvac, to locate the Springfield Central Library at Mirvac Orion Shopping Centre, Springfield Central. The term of the lease is for a five (5) year initial lease with a further five (5) x year option as outlined in the report by the Chief Operating Officer (Works, Parks and Recreation) dated 17 July 2017.C. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the lease to be executed by Council, as tenant, and do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009. D. That the Chief Operating Officer (Works, Parks and Recreation) negotiate and finalise an agreement with Mirvac for temporary use and development of the land at 130 Southern Cross Circuit, Springfield Central (Lot 773 on SP253291) as a local park.E. That Council continue negotiations with the State Government, for the purposes of joint investment options, for a future civic building at 130 Southern Cross Circuit, Springfield Central (Lot 773 on SP253291).

Lease signed by CEO on 17.07.18.

7/24/2018 WPS 1. ROAD MAINTENANCE AND PERFORMANCE CONTRACT 2018–2019

A. That Council enter into the Road Maintenance Performance Contract with The State of Queensland through Queensland Department of Transport and Main Roads for road maintenance services (to be undertaken by Council, as detailed in the proposed contract) for the sum of $3,006,512.00 (excl GST) for the period 1 July 2018 to 30 June 2019.B. That a further report summarising delivery of operations for the previous 12 months be submitted to a future meeting.

Contract signed by CEO on 31.07.18.

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City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.2018 OAR: YESAuthorisation: Jeffrey Keech

1 August 2018

M E M O R A N D U M

TO: MAYOR AND MEMBERS OF CITY MANAGEMENT, FINANCE AND COMMUNITY ENGAGEMENT COMMITTEE

FROM: CHIEF EXECUTIVE OFFICER

RE: ASSESSMENT ON IPSWICH CITY COUNCIL’S (ICC) PROGRESS TOWARDS IMPLEMENTING THE ANNUAL OPERATIONAL PLAN

INTRODUCTION:

This is a report by the Chief Executive Officer dated 1 August 2018 concerning an assessment of Ipswich City Council’s progress towards implementing the 2017-2018 Operational Plan.

BACKGROUND:

The Ipswich City Council 2017-2018 Operational Plan (the Plan) was formally adopted by Council on 20 June 2016. Section 174 of the Local Government Regulation 2012 states the Chief Executive Officer must present a written assessment of progress towards implementing the Plan at quarterly intervals to the local government.

An assessment of each Department’s progress towards implementing the Plan has been prepared for the period 1 April 2018 to 30 June 2018 and is contained in Attachment A, with a Financial and Key Performance Indicators Report to support the assessments - refer Attachment B.

ATTACHMENTS: (if applicable)

Name of Attachment Attachment 2017-2018 Operational Plan Assessment – 4th Quarter1 April 2018 – 30 June 2018

Attachment A

Financial and Key Performance Indicators Report for the period 1 April 2018 – 30 June 2018

Attachment B

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RECOMMENDATION:



2017 - 2018

4th Quarter Operational Plan

Report

4th 4th

Quarter

4th Quarter– Operational Plan update

Print Date: 02-Aug-2018

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STRENGTHENING OUR LOCAL ECONOMY AND BUILDING PROSPERITY (JOBS)

Goal 1: Use the competitive advantages of the Ipswich economy to provide jobs for the growing population and prosperity for the city through business diversification, adapting and responding to technological advances and creating an attractive economic environment for business investment.

Strategy 1: Build partnerships and develop programs to widely promote investment opportunities and support business development and activity in the city

Key Actions Responsibility Key Outcome Deliverables Progress Comments

1.1 Promote a major investment pathway within Council that supports investment attraction in key sectors. (9.2/1.1)


1.1.1 Ensure an effective framework of priorities, opportunities and alignment is maintained and championed with a measurable focus on factors of employment, investment, development and export.

1.1.1.1 Implement and continually evolve the Advance Ipswich Economic Development Plan 2016-2018 and the Destination Marketing Management and Events Plan 2015-2018

Initiate an audit of key industries and businesses aligned to current and potential export markets. Initiate key industry committees providing leadership, collaboration and coordination of effort. Draft a relevant program of regular business development events. Provide strong representation of key industries to government trade and investment agencies. Initiate opportunities for cooperative and co-funded activity. Provide proactive and reactive contact to local businesses for general enquiries.

1.2 Develop trade and export links to support long-term competitiveness in the Ipswich economy. (9.2/1.2)




Initiate an audit of key industries and businesses aligned to current and potential export markets. Initiate key industry committees providing leadership, collaboration and coordination of effort. Draft a relevant program of regular business development events. Provide strong representation of key industries to government trade and investment agencies. Initiate opportunities for cooperative and co-funded activity.

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Provide proactive and reactive contact to local businesses for general enquiries.

1.3 Work with adjoining local governments to support shared and complementary economic growth priorities. (9.2/1.3)





1.4 Utilise the city’s increasing multiculturalism to diversify economic opportunity in service provision, business development and employment. (9.2/1.4)


1.4.1 Ensure an effective framework of priorities, opportunities and alignment is maintained and championed with a measurable focus on factors of employment, investment, development and export

1.4.1.1 Implement and continually evolve the Advance Ipswich Economic Development Plan 2016-2018 and the Destination Marketing Management and Events Plan 2015-2018.


Arts, Social Development 1.4.2 Increased participation of 1.4.2.1 Pro-actively ensure that Council continued to support the

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and Community Engagement

multicultural communities in capability building programs.

multicultural community outreach is included in the development of assisted programs from employment and enterprise support.

Breaking the Cycle Program in Redbank Plains. Discussions are taking place with PCYC to determine if the program can continue in 2018 at Redbank Plains and to ensure the program remains sustainable.

1.4.2.2 Deliver inclusive community learning and information technology programs through Library Services

Planning commenced for Celebrate New Zealand/Maori cultures to be delivered at Springfield Central Library in late 2018 which includes links to relevant cultural groups in the area.

1.4.2.3 Provide support to service providers and community groups.

Council continued to support the Breaking the Cycle Program in Redbank Plains. Discussions are taking place with PCYC to determine if the program can continue in 2018 at Redbank Plains and to ensure the program remains sustainable. Ongoing assistance is provided to community groups, to develop grant applications for funding which responds to community needs.

1.4.2.4 Understand the capability building needs of the multicultural community, identify and address gaps in local social services provision.

Ongoing. Ongoing assistance is provided to community groups, to develop grant applications for funding which responds to community needs. State Government funding has been approved for a Photovoice Program in Redbank Plains. Photovoice is a creative concept in which people from diverse backgrounds use video and/or photo images to capture aspects of their life experiences and share them with others. The program has commenced and is

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scheduled for completion in October/November 2018.

1.4.2.5 Develop and deliver an annual calendar of capability building programs to be delivered specific to multicultural needs.

Project put on hold pending social data analysis.

1.4.2.6 Plan and deliver a Multicultural Business and Opportunities Expo.

Community Engagement Branch utilising Pasifika Spring Festival as soft-entry point for multicultural community.

Strategy 2: Provide a full spectrum of life-long learning opportunities, from early learning through schooling to vocational training and tertiary education that aligns skills and education with emerging employment opportunities


1.5 Promote whole-of-life learning opportunities, particularly early learning and adult learning. (9.2/2.1)

Arts, Social Development and Community Engagement

1.5.1 Increased participation in learning opportunities across targeted community groups.

1.5.1.1 Identify indicators for learning outcomes (early learners and adult learners) to enable information sharing and advocacy, when required.

Digital Literacy Internal Support pilot program delivered by library staff and developed in collaboration with Training and Development staff and the Infrastructure Services Department.

1.5.1.2 Identify opportunities to Partner with external organisations (e.g. research, service provisions).

Ipswich Libraries joined schools, public libraries and childcare centres across Australia to participate in this annual event delivered in partnership with the Australian Library and Information Association. The event celebrates the importance of reading and literacy through a simultaneous reading of an Australian children's book. A total of 56 children and 43 adults participated across 3 locations - Ipswich Central& Redbank Plaza Libraries & Orion Springfield Central.

1.5.1.3 Provide a range of life-long learning programs and experiences across all ages and life stages (Library Services).

During the April to June quarter, Ipswich Libraries First 5 Forever team engaged with more than 1,060 children and their parents and caregivers, and introduced

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the following new initiatives and venues: ·- Story Time at the Pool – Bundamba, Goodna and Leichhardt Public Pools - Story Time in the Park – Bicentennial Park, Redbank Plains • Pop-Up Library Fun at the newly opened Redbank Plains Community Centre

1.5.1.4 Introduction of library based facilitated play-group.

Ipswich Central Library Playgroup's status as a facilitated playgroup concluded on 30 June 2018. An agreement has been signed with Playgroup Qld to transition this to an independent playgroup group which will continue to be held weekly (excluding school holidays) at Ipswich Central Library.

1.5.1.5 Target year 7 students for library awareness and technology orientation.

Year 7 students from Montessori School attended 6 sessions at Ipswich Central Library which included Library Awareness and a hands-on digital technology sessions as part of the Tech Trek grant program funded by SLQ .

1.5.1.6 Provide experiential learning opportunities and engagement through the Library Maker Space.

On track: To enhance the experience of customers in the Library Maker Space we have now appointed two Maker Space Champions. These specialist officers stationed at Ipswich Central and Springfield Central are tasked with not only ensuring that visitors are able to make the most out of our informative and immersive digital experiences, but they are also working to keep the technology and applications up to date and engaging.

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1.5.1.7 Provide self-paced learning opportunities with online tutorials available from the Virtual Library Branch.

Our new Virtual Branch, due for launch in September is being built to integrate online tutorials as more discoverable resources, by making them directly searchable from the site as well as "bundling" appropriate tutorials with other resources to make task or goal-oriented packages.

1.5.1.8 As required, assist service providers in the delivery of their learning programs and enhance program outcomes.

A Sensory Sessions program targeting the disability sector and focusing on inclusive storytelling, arts, digital literacy and emergent technology was piloted with Multicap Limestone. Clients from two other disability agencies, House with No Steps and Centacare Ipswich participated in the Learn, Digital Arts and CreatorSpace programs. Library staff delivered VR and a simulated driving experience to residents of Cascade Gardens.

1.6 Implement the skilling Ipswich Program which covers community skilling, industry sector skills strategies and Indigenous employment and expands the education and training sector in the city. (9.2/2.2)



1.6.1.1 Implement and continually evolve the Advance Ipswich Economic Development Plan 2016-2018 and the Destination Marketing, Management and Events Plan 2015-2018.

Continued leadership of the Ipswich Regional Education Consortium. Support increased STEM skills programs and pathways in all Ipswich schools.

1.7 Ensure state, private and tertiary education facilities match population growth and provide adequate skills and knowledge to support local economy and assist people to have rewarding careers. (9.2/2.3)




Continued leadership of the Ipswich Regional Education Consortium. Support increased STEM skills programs and pathways in all Ipswich schools.

Strategy 3: Develop the Ipswich City Centre as the regional capital of the Western Corridor of DEQ and as an important regional employment centre


1.8 Maintain a strong Council presence within the Ipswich CBD Works, Parks and 1.8.1 Planned relocation of 1.8.1.1 Building Design due for Design plans finalised and

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as the main administrative centre for the Local Government Area. (9.2/3.1)

Recreation complete Council Administrative Services and Hub Library to new development in Ipswich CBD by 2018/19.

completion by 31 December 2017 completed.

1.8.1.2 Relocation and Occupation due for completion by 31 December 2019

Relocation remains on track for completion by 31/12/2019.

1.9 Facilitate the development of Ipswich City Centre with a vibrant mix of land uses including government offices and services, commercial premises, retail, key community facilities, food and beverage outlets and higher density inner city living. (9.2/3.3)

Planning and Development

1.9.1 Ensure relevant provisions are contained in the Ipswich Planning Scheme and are delivered through appropriate development outcomes.

1.9.1.1 Deliver through Development Assessment

These outcomes are implemented through detailed consideration and assessment of relevant development applications.

1.9.1.2 Monitor effectiveness of relevant planning scheme provisions and amend/update where necessary.

Comprehensive provisions are contained within the current planning scheme.

1.10 Ensure the Ipswich City Centre is well served with appropriate infrastructure, including digital infrastructure, transport, parklands and public spaces. (9.2/3.6)


1.10.1 Ensure relevant provisions are contained in the Ipswich Planning Scheme and the Local Government Infrastructure Plan and are delivered through appropriate development outcomes.



1.10.1.2 Monitor effectiveness of relevant planning scheme provisions and amend/update where necessary


Strategy 4: Strengthen the local digital economy


1.11 Review critical success factors and develop a plan, including a digital infrastructure plan, to support the development of a vibrant local digital economy. (9.2/4.1)


1.11.1 Prioritisation and broad integration of the Ipswich Smart City Program.

1.11.1.1 Implement and continually evolve the Ipswich Smart City Program.

Provide a strong representation of the smart city program to government and private sector. Continued roll-out of a large scale high capacity sensor network to facilitate IoT testing and deployment. Deliver easy access to large scale high quality open city data to enable smart solutions. Deliver an innovation program to

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increase digital technology and skills capability.

Strategy 5: Support the growth and operation of RAAF Base Amberley and associated aerospace and defence support industries


1.12 Protect RAAF Base Amberley from land uses and activities that would impact on its operational integrity. (9.2/5.1)







1.12.1.3 Monitor effective deliverables through Development Assessment and planning scheme amendments

Report sent to State government. This has now been completed

Strategy 6: Diversify the local economy


1.13 Support the development of education and research facilities and technology and knowledge-based industries. (9.2/6.1)




Deliver an innovation program to increase digital technology and skills capability. Deliver a clear and consistent destination marketing plan to increase visitation. Deliver the Tourism Infrastructure Investment Opportunities Plan. Provide an enhanced visitor experience through services, information and facilities. Support the attraction and maximisation of a portfolio of major events across the city. Support businesses who are actively exporting or representing the city in target markets. Provide assistance and advocacy

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for key industries including trends, opportunities and matters of planning and land use. Support the establishment of key industry centres of excellence. Deliver the city's most recognised local business news update, research and analysis.

1.14 Support economic activity based on retail and hospitality in the existing and proposed centres. (9.2/6.3)



1.14.1.1 Implement and continually evolve the Advance Ipswich Economic Development plan 2016-2018 and the Destination Marketing, Management and Events Plan 2015-2018.

Deliver an innovation program to increase digital technology and skills capability. Deliver a clear and consistent destination marketing plan to increase visitation. Deliver the Tourism Infrastructure Investment Opportunities Plan. Provide an enhanced visitor experience through services, information and facilities. Support the attraction and maximisation of a portfolio of major events across the city. Support businesses who are actively exporting or representing the city in target markets. Provide assistance and advocacy for key industries including trends, opportunities and matters of planning and land use. Support the establishment of key industry centres of excellence. Deliver the city's most recognised local business news update, research and analysis.

1.15 Support tourism opportunities based on heritage assets, events, motor and adventure sports, eco-tourism and nature-based recreation, rural areas and farm-based tourism. (9.2/6.4)




Deliver an innovation program to increase digital technology and skills capability. Deliver a clear and consistent destination marketing plan to increase visitation. Deliver the Tourism

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Infrastructure Investment Opportunities Plan. Provide an enhanced visitor experience through services, information and facilities. Support the attraction and maximisation of a portfolio of major events across the city. Support businesses who are actively exporting or representing the city in target markets. Provide assistance and advocacy for key industries including trends, opportunities and matters of planning and land use. Support the establishment of key industry centres of excellence. Deliver the city's most recognised local business news update, research and analysis.

1.16 Support transport, logistics, and manufacturing industries, particularly where local SEQ Western Corridor products and agriculture are used. (9.2/6.5)



1.16.1.1 Implement and continually evolve the Advance Ipswich Economic Development Plan 2016-2018.

Deliver an innovation program to increase digital technology and skills capability. Deliver a clear and consistent destination marketing plan to increase visitation. Deliver the Tourism Infrastructure Investment Opportunities Plan. Provide an enhanced visitor experience through services, information and facilities. Support the attraction and maximisation of a portfolio of major events across the city. Support businesses who are actively exporting or representing the city in target markets. Provide assistance and advocacy for key industries including trends, opportunities and matters of planning and land use.

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Support the establishment of key industry centres of excellence. Deliver the city's most recognised local business news update, research and analysis.

1.17 Support traditional agricultural production and rural activities. (9.2/6.6)



1.17.1.1 Implement and continually evolve the Advance Ipswich Economic Development Plan 2016-2018.

Deliver an innovation program to increase digital technology and skills capability. Deliver a clear and consistent destination marketing plan to increase visitation. Deliver the Tourism Infrastructure Investment Opportunities Plan. Provide an enhanced visitor experience through services, information and facilities. Support the attraction and maximisation of a portfolio of major events across the city. Support businesses who are actively exporting or representing the city in target markets. Provide assistance and advocacy for key industries including trends, opportunities and matters of planning and land use. Support the establishment of key industry centres of excellence. Deliver the city's most recognised local business news update, research and analysis.

1.18 Support emerging and niche agricultural enterprises in rural areas. (9.2/6.7)




Deliver an innovation program to increase digital technology and skills capability. Deliver a clear and consistent destination marketing plan to increase visitation. Deliver the Tourism Infrastructure Investment Opportunities Plan. Provide an enhanced visitor

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experience through services, information and facilities. Support the attraction and maximisation of a portfolio of major events across the city. Support businesses who are actively exporting or representing the city in target markets. Provide assistance and advocacy for key industries including trends, opportunities and matters of planning and land use. Support the establishment of key industry centres of excellence. Deliver the city's most recognised local business news update, research and analysis.

1.19 Research, monitor and review market and investment trends to identify opportunities for new business activities. (9.2/6.8)




Deliver an innovation program to increase digital technology and skills capability. Deliver a clear and consistent destination marketing plan to increase visitation. Deliver the Tourism Infrastructure Investment Opportunities Plan. Provide an enhanced visitor experience through services, information and facilities. Support the attraction and maximisation of a portfolio of major events across the city. Support businesses who are actively exporting or representing the city in target markets. Provide assistance and advocacy for key industries including trends, opportunities and matters of planning and land use. Support the establishment of key industry centres of excellence. Deliver the city's most

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recognised local business news update, research and analysis.

1.20 Retain flexibility in planning scheme provisions to accommodate emerging business activities and economic opportunities. (9.2/6.9)







MANAGING GROWTH AND DELIVERING KEY INFRASTRUCTURE

Goal 2: Plan and develop a vibrant and sustainable city that accommodates the needs of a diverse and growing population and economy.

Strategy 1: Develop a compact, sustainable, mixed use urban form that supports community and economy development


2.1 Limit urban development to a defined urban footprint thereby protecting important natural environmental areas, waterways, rural areas and scenic landscapes (9.3/1.1)



2.1.1.1 Deliver through Development Assessment.




2.2 Encourage a diversity of housing types, styles and densities that meet community housing needs. (9.3/1.2)







Arts, Social Development 2.2.2 Social housing strategy that 2.2.2.1 Develop Social Housing To be incorporated with work on

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aligns to projected community needs.

Policy. Liveability including cross departmental work (P&D and others) work to occur continue into 2018/19 and along timeline of Ipswich Planning Scheme.

2.2.2.2 Commence development of a Social Housing Strategy.

To be incorporated with work on Liveability including cross departmental work (P&D and others) work to occur continue into 2018/19 and along timeline of Ipswich Planning Scheme.

2.2.2.3 Commence Stakeholder Engagement Strategy to facilitate the delivery of improved social housing outcomes.

Stakeholder engagment and key meetings with Department of Housing and Public Works, and not for profits looking to improve supply of affordable housing in Ipswich.

2.2.2.4 Identify pathway for the development of an affordable housing policy and strategy.

To be incorporated with work on Liveability including cross departmental work (P&D and others) work to occur continue into 2018/19 and along timeline of Ipswich Planning Scheme.

2.3 Encourage higher density development around major centres and transport nodes and corridors including sensitive infill development that conserves and responds appropriately to places of heritage character significance. (9.3/1.3)







2.4 Develop a strong network of centres to support community connectedness and identity and accessibility to services and facilities that contribute to both social and economic outcomes. (9.3/1.4)


2.4.1 Delivery of Council owned social infrastructure aligned to the Social Infrastructure Plan.

2.4.1.1 Provide accessible and flexible public spaces in Ipswich Libraries.

Achieved: Continued emphasis has been placed on creating areas such as flexible meeting booths, social/interactive gaming spaces, makerpaces and marketplaces within library facilities. This provides opportunities for social

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connection and helps to reduce isolation.

2.4.1.2 Commence development of a Social Infrastructure Strategy (including investment prioritisation framework).

Postponed until 2018-19

2.4.1.3 Develop consistent Operating Model for Council Owned Community Centres.

Community Centre Operating Model Policy has been completed.

2.4.1.4 Create register of non-Council owned community infrastructure in Ipswich. Develop business process to maintain integrity of data.

Postponed until 2018/19

2.4.1.5 Develop strategy to facilitate increased community access to non-Council owned infrastructure.


2.4.1.6 Partner to provide social services outreach (e.g. in community centres, schools etc.).

Ongoing. Staff attend interagency meetings and have strong working relationships with many of the Ipswich schools. Staff play an active role in linking service providers, State and Federal agencies to deliver appropriate services which meet current student and community needs direct to schools or through community centres owned by council or the State Government. Council has recently partnered with Multicultural Development Australia to manage the newly constructed Redbank Plains Community Centre and deliver social outcomes for the local community.

2.5 Establish a network of regionally significant and local business and industry activity nodes. (9.3/1.5)


2.5.1 Ensure an effective framework of priorities,

2.5.1.1 Implement and continually evolve the Advance Ipswich

Provide strong representation of key industries to government,

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opportunities and alignment is maintained and championed with a measurable focus on factors of employment, investment, development and export.

Economic Development Plan 2016-2018 and the Destination Marketing, Management and Events Plan 2015-2018.

trade and investment agencies, bilateral chambers and industry allies. Draft advocacy and engagement plan focused on economic and workforce priorities.

2.6 Incorporate relevant provisions and programs to support responsible pet ownership. (9.3/1.7)

Executive Secretariat 2.6.1 Ensure delivery of actions and outcomes in the Ipswich City Council Health and Amenity Plan are achieved.

2.6.1.1 Actions are listed in the Health and Amenity Plan under various priorities and include outputs and outcomes that will be achieved within the financial year.

All HAP actions and related projects are completed. An End of Year report will be made available on Council's website in August 2018 detailing the finalisation of actions and projects.

Strategy 2: Provide adequate land and infrastructure to support community development and economic activity


2.7 Planning scheme provisions to provide an adequate supply of serviced land to accommodate demand for business and employment growth and to meet community housing needs. (9.3/2.1)







2.8 Facilitate infrastructure planning and delivery arrangements with developers, government agencies and utility providers to ensure infrastructure is delivered in a timely and efficient manner to support both community and economic development. (9.3/2.2)


2.8.1 Ensure relevant provisions are contained in the Ipswich Planning Scheme and the Local Government Infrastructure Plan and are delivered through appropriate development outcomes.




An updated and revised Local Government Infrastructure Plan (LGIP) and associated consequential amendments to the Ipswich Planning Scheme, Planning Scheme Policies 2 and 3 and Implementation Guidelines

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9, 25 and 27 came into force on 23 April 2018.

Strategy 3: Provide a transport system that supports the safe, reliable and sustainable movement of people and goods for all travel modes


2.9 Develop and implement an integrated transport plan that provides a platform for enabling sustainable travel choices through the city being well connected for business, freight and visitors; a convenient and competitive public transport system; and more compact and mixed land uses to reduce trip lengths and make public transport, walking and cycling more viable. (9.3/3.1)

Infrastructure Services 2.9.1 Ensure delivery of actions and outcomes in the Ipswich City Council Transport Plan (iGo) are achieved.

2.9.1.1 Transport Infrastructure Projects. Forward Design. Construction

Key transport infrastructure projects have been delivered.

2.9.1.2 Business Case: Norman Street Bridge

Preliminary Business Case is nearing completion. Funds have been budgeted by both State Government and ICC to progress Detailed Business Case next financial year.

2.9.1.3 iGo Action Plans and Strategies Development

Significant progress has been made on all previous listed iGO Action Plans and strategies. All should be finalised for endorsement early next Financial Year.

2.9.1.4 10 year Infrastructure Investment Plan review

18/19 budget adopted in late June 2018. Therefore, updated 10YTIIP will be finalised for endorsement early next financial year.

2.9.1.5 Planning Studies and Data Analysis

Key corridor studies have been delivered. The 2018 Citywide Intersection count Program and 2018 Strategic Pedestrian and Cycle Count Program have also been completed.

Strategy 4: The city's heritage is conserved


2.10 Places and items of cultural heritage significance are identified, protected and used appropriately. (9.3/4.1)


2.10.1 Ensure relevant provisions are contained in the Ipswich


These outcomes are implemented through detailed

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Planning Scheme and are delivered through appropriate development outcomes

consideration and assessment of relevant development applications.


Comprehensive provisions are contained within the current planning scheme. In addition, Planning Scheme amendments pack 01/2018, including additional and amended character place listings was approved by Council on 23 April and took effect on 8 May 2018.


2.10.2 Preservation and accessibility of digital heritage resources.

2.10.2.1 Ensure accessibility and ease of access to the Library Services’ Picture Ipswich Collection.

The Picture Ipswich collection has now been successfully integrated into the new Spydus LMS. The new LMS makes the images much more discoverable and allows the creation of containers of similar or themed content.

2.10.2.2 Curate and promote heritage resources through Library Services.

The Community Engagement Branch continues to work with Library Services to promote local Indigenous history and heritage through Picture Ipswich. Picture Ipswich "Throwback Thursday" images still continue to be one of the most successful components of the Facebook strategy. The new virtual branch will feature a Timeline module which will allow interesting curation options of photos, blog entries and books through the site.


2.10.3 Preservation and accessibility of primary cultural heritage material.

2.10.3.1 Ipswich Library Services continues to cultivate internal and external networks to gain access to private heritage collections for

On track: During the last quarter we have proceeded with the final migration of digital images into the new LMS.

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preservation purposes.

2.10.3.2 Continue to preserve and exhibit significant items of cultural heritage relating to Ipswich in the Ipswich Art Gallery.

Ongoing preservation of exhibit significant items of cultural heritage relating to Ipswich in the Ipswich Art Gallery.

2.11 Council continues to provide a heritage awareness, education and promotions program, including a free heritage adviser service for owners of listed historic properties. (9.3/4.2)


2.11.1 These initiatives continue to be delivered through the Ipswich Heritage Program.

2.11.1.1 Continue to provide free Heritage Advisor Service

Council continues to provide a free Heritage Adviser Service, with bookings arranged through the Planning and Development Department.

Strategy 5: Provide an integrated open space network that is accessible and meets the recreational needs of residents and visitors


2.12 Provide access to major waterways through waterside parks and linear open space. (9.3/5.2)

Works, Parks and Recreation

2.12.1 Ongoing planning and delivery of shared pedestrian / cycle pathways through Ipswich’s vast linear open space corridors.

2.12.1.1 Incorporate recommendations from Water-Based Recreation facilities Plan into development of Council's future capital works program

Completed.


2.12.2 Ongoing planning and delivery of open space infrastructure which facilitates community access to the Bremer and Brisbane Rivers, and local creeks.

2.12.2.1 Continue partnering with development industry to ensure quality open space outcomes

Completed.

CARING FOR OUR COMMUNITY

Goal 3: Create a city that values its past and embraces opportunities to work together for the betterment of the community.

Strategy 1: Inform, educate and celebrate with the community those elements of our history that have shaped our identity


3.1 Develop a clear understanding of what unites us and forms the city's identify. (9.4/1.1)


3.1.1 Active citizen and stakeholder engagement informing strategic marketing and communications.

3.1.1.1 Implement and continually evolve a City of Ipswich perception and positioning framework.

Research a contemporary, clear and consistent positioning and narrative representing the city. Provide all businesses with free access to high quality Ipswich video, image and copy assets. Support a citywide business awards program which recognises local business success. Plan targeted intrastate,

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interstate and international campaigns to represent the city.


3.1.2 Celebration of the contribution of diverse communities.

3.1.2.1 Partner with C&K to deliver the Celebrate Series (Library Services).

The Celebrate New Zealand/Maori cultures scheduled for November 2018 at Springfield Central Library will not involve partnership with C&K due to Springfield not being within the Mission Australia Community for Children - Inala to Ipswich focus area.

3.1.2.2 Host the Cultural Train (touring musical tour group) performance in partnership with BEMAC.

Culture Train has been booked for 30 August 2018 at Springfield Central Library.

3.1.2.3 Develop and deliver an annual events calendar that includes diverse range of activities.

Ipswich Libraries continues to provide an innovative and diverse program of events and activities aimed at addressing the interests and needs of community members across all ages. The Community Development Team delivers a number of diverse events throughout the year which encourage all sectors of the community to participate in celebrating key national remembrance days or community achievements. Such events allow attendees to meet new people, be entertained by Ipswich artists, cultural groups, and school performance. While at events participants can meet services providers and keep themselves informed of current issues/services important to them.

3.2 Strengthen Council's branding of Ipswich to align with our identity and changing communities. (9.4/1.3)


3.2.1 Active citizen and stakeholder engagement

3.2.1.1 Implement and continually evolve a City of Ipswich perception

Research a contemporary, clear and consistent positioning and

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informing strategic marketing and communications.

and positioning framework. narrative representing the city. Provide all businesses with free access to high quality Ipswich video, image and copy assets. Support a citywide business awards program which recognises local business success. Plan targeted intrastate, interstate and international campaigns to represent the city.

3.3 Implement a regular program of community opinion surveys to track changes in the values that impact Council's policy development and service delivery. (9.4/1.4)


3.3.1 Decision making informed by community needs.

3.3.1.1 Develop Community Research Strategy (that facilitates regular measurement of community values).

Community Research and Engagement Team has now been recruited. The team's strategic framework and approach to community research has been operationalised and is consistently implemented into work plans and projects. *Note that the "Strategy" in the deliverable should not be capitalised and refers to an approach as opposed to the development of a strategy document.

3.3.1.2 Conduct community survey that provides a baseline assessment of community values (to inform policy and service delivery decision making).

Community survey will be developed in 2018 and conducted in the 19/20 financial year.

3.3.1.3 Commence implementation of knowledge management methodologies to facilitate sharing of research outcomes across Council.


3.3.1.4 Commence development of social policy framework that reflects community values.

In work plan for 2018/19.

Strategy 2: Invest in data collection, analysis and targeted research to provide the evidence base for development of strategy and resource


3.4 Develop greater understanding of community needs Arts, Social Development 3.4.1 Greater connectedness 3.4.1.1 Conduct annual Library On track: Results are currently

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through community engagement, research and analysis to inform program, service and facility planning and delivery. (9.4/2.1)


between data/information and decision making.

customer satisfaction survey. being benchmarked against the 2016 Census survey. The next survey will be conducted in September/October.

3.4.1.2 Develop Community Engagement Strategy that identifies approach to community research (that identifies the current and future needs of the City’s diverse and rapidly growing community).

Social priorities of the Community Engagement Branch identified as part of strategic planning process in 2nd quarter of 17/18 financial year with key outcomes to be reported periodically. Accordingly, this line item has been completed.



3.4.1.4 Use of library systems metrics, social media input and customer surveys to inform planning and delivery of library services and outreach programs.

On Track: New metrics are being developed for the Business Intelligence module of the new Library Management System.

3.5 Develop a comprehensive set of indicators to inform the community on the direction of socioeconomic change and progress in achieving desired social and economic outcomes. (9.4/2.2)


3.5.1 Community informed and engaged through planned communication.

3.5.1.1 Develop Community Engagement Strategy / Communication Plan that includes a transparent approach to reporting direction and progress of social change.

Social priorities of the Community Engagement Branch identified as part of strategic planning process in 2nd quarter of 17/18 financial year with key outcomes to be reported periodically. Accordingly, this line item has been completed.

3.5.1.2 Deliver a series of community information sessions to communicate: results and other information relating to 2016 Census and planned Council response to emerging social issues.

Completed and achieved. Additional information session provided at external stakeholders meeting in June. Final report published on line with interactive icons used to further engage usability.

3.6 Develop a research policy to maximise the benefits of collaboration with education and research institutes. (9.4/2.3)


3.6.1 Realised benefits to the community as a direct result of research partnerships.

3.6.1.1 Implement consistent use of Council’s Research Assessment Tool which assesses the design and objectives of incoming research proposals.

Assessment tool being used to by developers and the ICC teams to assess claims.

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3.6.1.2 Develop a Social Research Partnerships Policy and/or Strategy.

Review of process and need for strategy to occur in 2018/19.

3.6.1.3 Pro-actively investigate opportunities for social research investment or partnerships.

To occur in line with strategy development above and as per opportunities as they arise.

3.7 Establish collaborative agreements for the co-operative development and sharing of socioeconomic data across the region. (9.4/2.4)


3.7.1 Ability to benchmark performance across a range of metrics.

3.7.1.1 Develop data sharing protocols to inform formal Agreements on how shared data can be used.

A review of Council's current policy and procedures in relation to data sharing and benchmarking against other LGA's in Australia will be will be undertaken during 2018.

3.7.1.2 Establish partnerships with government agencies (e.g. QPS, Queensland Health) to share and/or build a variety of social datasets.

In progress and on-going across multiple branches.

3.8 Increase the use of on-line and digital communications to deliver and promote services and information to the community. (9.4/2.5)



3.8.1.1 Implement and continually evolve the Ipswich Smart City Program.

Research a contemporary, clear and consistent positioning and narrative representing the city. Provide all businesses with free access to high quality Ipswich video, image and copy assets. Support a citywide business awards program which recognises local business success. Plan targeted intrastate, interstate and international campaigns to represent the city.


3.8.2 Increased digital engagement of communities.

3.8.2.1 Strategic use of library systems and digital marketing channels to promote engagement and use of resources, events and programs.

On Track: The final design work of the new Virtual Branch has been committed and the new site promises to deliver a much more contemporary experience and allow much greater engagement with resources, programs and services through our digital presence.

3.8.2.2 Determine the community's Postponed until 2018/2019

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reliance, confidence and preference for sourcing information via Council's on line and digital communications.

3.8.2.3 Develop a Community Engagement Strategy/Communication Plan that includes the use of digital engagement to optimise reach.


3.8.2.4 Commence implementation of digital knowledge management and communication methodologies to promote social services and other relevant information (e.g. community events) to community stakeholders.


Strategy 3: Adopt and deliver an explicit Community Development framework tailored to the needs of the varied communities


3.9 Develop a community development plan for our communities of place and interest. (9.4/3.1)


3.9.1 Increased capability of, and participation by, communities.

3.9.1.1 Develop Community Development Plan that identifies; local communities of place, issues & challenges and development strategies for implementation.

Social priorities of the Community Engagement Branch identified as part of strategic planning process in 2nd quarter of 17/18 financial year with key community development plans and outcomes to be reported periodically. Accordingly, this line item has been completed.

3.10 Facilitate capacity building through a comprehensive community development training program. (9.4/3.2)


3.10.1 Increased resilience through strength of community leadership.

3.10.1.1 Identify community needs with regards to capacity building.

The delivery of a capacity-building program for lpswich's community organisations postponed until 2018/2019

3.10.1.2 Develop a Community Capacity Strategy that; identifies the needs of a diverse community, documents a stakeholder engagement strategy for the purposes of advocacy and identifies capacity building initiatives that bridge the gap between needs and services currently available.

As above, the delivery of a capacity-building program for lpswich's community organisations postponed until 2018/2019

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3.10.1.3 Advocate with external agencies and service providers for the development of a suite of capacity building initiatives that meet diverse community needs.

As above, the delivery of a capacity-building program for lpswich's community organisations postponed until 2018/2019. The Community Engagement Branch has embarked on a program of capacity-building for local Indigenous businesses to further strengthen and develop their businesses and empower their economic independence. This program will run over the course of approximately 2 years.

3.10.1.4 Develop and implement capacity building program of work.

As above, the delivery of a capacity-building program for lpswich's community organisations postponed until 2018/2019. The Community Engagement Branch has embarked on a program of capacity-building for local Indigenous businesses to further strengthen and develop their businesses and empower their economic independence. This program will run over the course of approximately 2 years.

3.11 Enhance the capacity of the city's community facilities to link community needs with appropriate services. (9.4/3.3)


3.11.1 Planning and design of three (3) new community facilities being Redbank Plains South Local Community Centre, Springfield Central Hub Library and Rosewood Library.

3.11.1.1 The Redbank Plains South Local Community Centre and Springfield Central Hub Library to be delivered in 2017/18

Springfield Central Library works nearing completion.


3.11.2 Plans for, and design of, community facilities are informed by community needs.

3.11.2.1 Update service mapping data to get a current overview or clustering of services by geographic location.

Scoping for the work is being undertaken with full audit and link to other priorities incorporated into 2018/19 operational plan

3.11.2.2 Develop functional purpose information for new

Ongoing progress on the negotiation of Community

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community facilities that ensures that design meets social needs.

Infrastructure in the Ripley Valley Priority Development Area.

3.12 Ensure the needs of the city's growing child and youth population are incorporated through the adoption of a child and youth friendly community policy. (9.4/3.4)


3.12.1 Closer alignment to child friendly city principles.

3.12.1.1 Develop indicators and/or framework for a child friendly community.


3.12.1.2 Develop policy framework to ensure that the City’s design and service delivery meets the requirements of a child friendly city.


3.12.1.3 Align the State of the Children’s Report to child friendly principles.


3.13 Build productive relationships with the city's schools to maximise their positive impact on the community. (9.4/3.5)


3.13.1 Greater engagement with targeted communities.

3.13.1.1 Develop and maintain strong relationships between Library Services and education providers through targeted programs, events and outreach visits.

The MOU was completed and signed. The games created by students using Makey Makey were showcased at a finale event on the Mezzanine, Ipswich Central Library. This was attended by students, mentors and other members of the Indigenous community. Library staff have been invited to present at the Kambu IEYSP Winter School in July 2018 which will include an overview of the project and its outcomes.


3.13.2 Increased community use of schools.

3.13.2.1 Develop collaborative engagement network with school representatives.

Ongoing. Staff have strong working relationships with many of the Ipswich schools and work in partnership to promote the value of education and school facilities to students, their families and the wider community. The commencement of 5 Community Hubs for the 2018 school year will help these school communities gain better access to align educational and social

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services.

3.13.2.2 Partner with schools to develop and deliver targeted programs such as Protégé Master Classes, School Holiday Programs, Baby Rhyme Time, SEED, immunisation etc.

Library outreach and in-house programs were delivered to 16 primary & secondary schools during this quarter. Library staff work in consultation with teaching staff to tailor sessions to the curriculum and class learning needs.


3.13.3 Increased community access to learning

3.13.3.1 Provide reference assistance, support and resources as identified through Library Services.

This quarter exceeded all predictions for use of the online tutor service - Studiosity. During the April – May quarter 2017.18 students engaged in 443 sessions (12,144 minutes) compared to 315 sessions (7829 minutes) for the same quarter 2016.17, representing a 41% increase in tutor sessions. Year 12 students represented 57 % of all students using the service during the quarter, with Year 10 students being the next highest user group. Subjects most in demand included Maths, Science and English. Sunday and Monday evenings are in-demand times for tutor help.

3.13.3.2 Provide professional development for coding and robotics.

Coding and robotics continues to be a key focus of programming across all ages, eg. the incorporation of Beebots into First 5 Forever programs, the Code Club program for children and adults, and the opportunity for hands-on experiences with Spheros, Ozobots and Makey Makey as part of school visits.

3.13.3.3 Maintain formal partnership agreement with Ipswich District Teacher Librarian Network.

Ipswich Libraries continues to work in partnership with the IDTLN to enhance and promote the enjoyment of reading and

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literature to primary students within the Ipswich City Council region.

Strategy 4: Foster collaboration, partnerships and use of evidence to shape service planning and delivery for the benefit of our communities


3.14 Facilitate service planning and delivery arrangements with government and non-government agencies utilising Council's evidence base to ensure services are delivered in an equitable, timely and efficient manner to meet community needs. (9.4/4.1)


3.14.1 Coordinated social service delivery informed by social data.

3.14.1.1 Establish strategic engagement networks with Government and Non-Government Agencies to; share social data and ensure appropriate decision making in the delivery of services.

In progress and on-going across multiple branches and projects.

3.15 Support local community service agencies to improve their effectiveness through local interagency collaborations and partnerships. (9.4/4.2)


3.15.1 Optimised social service delivery

3.15.1.1 Establish strategic engagement networks with Government and Non-Government Agencies to; share social data and ensure appropriate decision making in the delivery of services.

In progress and on-going across multiple branches and projects.

Strategy 5: Foster a diverse range of activities to promote sustainable, healthy lifestyles and community well-being


3.16 Implement a Community Events program across the city that includes community and family activities. (9.4/5.1)


3.16.1 Greater family participation in public programs.

3.16.1.1 Develop and deliver an annual events program that promotes and encourages family participation.

Ipswich Art Gallery continues to provide a rich program of family exhibition and events, promoting cross-generational dialogue and shared opportunities for learning and creativity. Highlights of the 4th quarter include 'The Climbing Web' and 'Windtubes". The Community Development Team delivers a number of key events throughout the year to encourage all sectors of the community to celebrate key national remembrance days or community achievements. These events allow participants to meet new people, be entertained by Ipswich artists, cultural groups, and school performances. While

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at events participants can meet services providers and keep themselves informed of current issues/services important to them.

3.16.1.2 Develop and implement a communication strategy to maximise access to and knowledge of the calendar of events.

Understand that this is being delivered (or has been delivered) by the Marketing Branch. The Community Engagement Branch will continue to work with the Marketing Branch to ensure events are proactively promoted throughout Council channels.

3.17 Develop awareness and education programs relating to health care intervention and prevention, healthy eating, healthy lifestyles and well-being. (9.4/5.2)


3.17.1 Increased engagement of community members in their own health outcomes.

3.17.1.1 Promote Words for Wellness initiative and resources.

On track: The Words for Wellbeing collection continues to be built and maintained to meet community need.

3.17.1.2 Maintain and develop Words for Wellness MOU with associated Partners.

On track: Ipswich Libraries continues to support the Words for Wellbeing initiative and will continue to feature the collection as a special feature on the new Virtual Branch.

3.17.1.3 Develop and deliver a program of health awareness and education programs relevant to the high risk health needs of Ipswich residents.

The Tech Savvy Seniors program included a Steam Fit session and involved West Moreton Health. As part of the Tech Trek program Alzheimers Qld was invited to be part of Inside Dementia, a community information program that used virtual reality to provide an insider's perspective to dementia suffering. The VR experience was also provided to Public Trustee staff to aid their client interactions.

3.18 Utilise Planning Scheme provisions to encourage active recreation, the use of active transport and the development of walkable, mixed use neighbourhoods. (9.4/5.3)


3.18.1 Ensure relevant provisions are contained in the Ipswich Planning Scheme and the Local Government Infrastructure Plan and are delivered through



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appropriate development outcomes.



3.19 Acknowledge, promote and support the success and participation of Ipswich residents and teams in local, regional, national and international sporting events. (9.4/5.4)


3.19.1 Continue to support and provide Council’s sporting Event Sponsorship Program.

3.19.1.1 Sport and Recreation Officers’ continued promotion of the program through liaison with local clubs to host local, district, regional, state, national and international sporting events within the boundaries of the city.

1 sports event support for this quarter.

3.19.1.2 Sport and Recreation Officers’ continued promotion of the program through partnerships with local, state and national sporting organisations.

Assisted one club with grant funding application for external grant funding submitted. Preliminary assistance to 15 clubs for upcoming external sport and recreation grant funding programs applications

3.19.1.3 Continued efforts to develop local club development plans to pro-actively seek infrastructure funding opportunities to meet event hosting facility requirements

Continued internal process improvement on capital works processes. Continual liaison and working through development of 2 separate sports clubs Club Development Plans

3.20 Plan and deliver a diverse range of cultural programs to engage the Ipswich community, celebrate Ipswich’s cultural heritage and foster cultural development. (9.4/*)


3.20.1 Broad community participation in the arts.

3.20.1.1 Develop Ipswich’s Arts and Cultural Strategy and governance framework for public art.

Arts and Cultural Strategy adopted by Council in May 2018 and published on Council's website. Accordingly, this deliverable is completed.

3.20.1.2 Deliver a broad range of cultural programs as part of the Library Services programming.

Ongoing. Cultural inclusion is a regular focus of library programs. Examples include the Celebrate series held quarterly (a celebration of early literacy through culture), Indigicoders coding program and participation in Kambu IEYSP Winter School. There are also plans for 2 cultural music/storytelling performances to be held in the library in 2018.

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3.20.2 Increased cultural tourism. 3.20.2.1 Facilitate delivery of Ipswich Poetry Feast.

During May/June poetry writing workshops were delivered by professional poets as part of the Ipswich Poetry Feast. This included: - 16 poetry writing and 4 poetry performance workshops in local schools - 2 online poetry writing workshop open to students throughout Qld.

3.20.2.2 Support the Story Arts Festival.

Ipswich Central Library was the venue for a 5 day writing workshop for students with well-known NZ author Brian Faulkner. Student stories will be published. This is an annual IDTLN initiative, supported by Ipswich Libraries, with the aim of engaging students with literature and writing in the period between biennial StoryArts Festivals.

3.20.2.3 Develop and deliver a diverse range of high quality exhibitions and activities at the Ipswich Art Gallery.

Ongoing, with exhibition attendance figures continuing to increase.

3.20.2.4 Build capacity and capability of local artists.

Ongoing. The Arts and Cultural Strategy has been adopted by Council. It is anticipated that the Arts and Cultural Strategy will include action items relevant to building the capacity and capability of local artists.

3.20.2.5 Actively support, develop and engage with the local performing arts community ensuring a balanced program is delivered celebrating and enriching the cultural diversity of the City.

Ongoing

Strategy 6: Build on the success of Council's community safety programs to address new and emerging issues


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3.21 Develop a set of community safety indicators to track our progress on meeting community expectations. (9.4/6.1)


3.21.1 Community safety expectations are formed on the basis of an agreed set of performance indicators.

3.21.1.1 Develop a suite of Community Safety Performance Indicators.

Currently on hold. For review in 2018/2019


3.21.2 Work program aligned to deliver improvement measured by agreed key performance indicators.

3.21.2.1 Programs relating to addressing community safety and perception of personal safety measured by performance indicators.

Currently on hold. For review in 2018/2019

3.24 Delivery of the Safe City program aligned to crime prevention and community safety plans. (9.4/6.4)

Executive Secretariat 3.24.1 The Safe City network and program is incorporated in projects and plans to realise a reduction in crime in public places and an increased sense of community safety.

3.24.1.1 Safe City program is listed as a stakeholder in various Council strategies and programs (e.g. Crime Prevention Plan; Smart City Strategy Project Plans).

The Safe City program is delivered in line with policies, procedures and actions within project plans for the financial year. All are being delivered within service level agreements.

3.25 Facilitate programs, education and awareness on reducing public health risks in the community. (9.4/6.6)




Strategy 7: Invest in social infrastructure to build a distinctive Ipswich identity and to maximise economic and social outcomes


3.26 Develop and implement an Arts and Culture Strategy to reflect the current and future needs of the city. (9.4/7.1)


3.26.1 Approved strategy becomes the baseline for consistent and goal oriented decision making.

3.26.1.1 Development of an evidence-based Needs Analysis and Business Plan to support future funding opportunities.

Arts and Cultural Strategy adopted by Council in May 2018 and published on Council's website. Accordingly, this deliverable is completed.

3.26.1.2 Develop concept design for new facility.

Design of the Business Case has been allocated to Luke Peereboom (ICP).

3.27 Develop a new Regional Performing Arts Centre in the Ipswich CBD. (9.4/7.1)

Arts, Social Development and Community

3.27.1 Obtain ‘in-principle’ State and Federal Government support.

3.27.1.1 Updating of the State Government “Maturing the

Status remains unchanged from previous quarter outcome

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Engagement Infrastructure Pipeline Project” completed through submission of above Needs Analysis and Business Case.

3.29 Ensure the library services strategy is responsive to the emerging need for a digital approach. (9.4/7.4)


3.29.1 That the Library’s digital strategy aligns to community expectation and Council’s digital aspiration.

3.29.1.1 Develop Library Strategy 2017-2022.

On track: A review of the Coping with Growth 2008 - 2022 document has been completed with alignment to the new Corporate Plan (Advance Ipswich) included in the review update document. From this a five year strategy has been developed with costing to inform the infrastructure milestones currently being finalised. The Library Strategy including the operating model and infrastructure plan are being reviewed by the Library Working Group.

3.29.1.2 Deliver key requirements to achieve eSmart Library Service status.

Ipswich Libraries received grant funding through COTA Qld for a Cybersafety Information sessions being held during Seniors Week 2018 featuring e-smart guru Brett Lee as the guest speaker. Hands-on training will be offered as a follow up.

3.29.1.3 Deliver Virtual Library Branch.

Full design for the Virtual Branch has been completed. The final design uses a simple, clear and sustainable system for organising and presenting the extraordinary range of services, resources, information and program scheduling that Library offers. The site is due for a soft launch in July/August and full launch in September.

3.29.1.4 Deliver high performing eResource collections.

Our Library is continuing to promote and see success with our PPU (Pay per use) eResource

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borrowing models. Our Virtual Branch will promote feature online Book Clubs, where we will look to promote a single title periodically that is available for mass-download and cultivate community response and engagement through social media.

3.29.1.5 Provide digital literacy programming across all age ranges.

The Tech Trek program successfully concluded and will continue as a regular program offering. 23 sessions were delivered during the grant period reaching 306 participants from secondary students through to seniors. Tech Savvy Seniors grant program delivered a diverse array of technology experiences to 342 community members aged 50+ years in 24 sessions.

Strategy 8: Develop greater community resilience and readiness


3.30 Work in partnership with other levels of government and other agencies to ensure effective responses to disasters and emergencies. (9.4/8.1)


3.30.1 An approved and endorsed Local Disaster Management Plan is in place with an annual review process.

3.30.1.1 Submit to Council and LDMG for endorsed

Completed.

3.30.1.2 Conduct a gap analysis of released state planning instruments

14 Sub Plans have been written to meet the new State Guidelines. 2 are outstanding due to competing priorities.

3.30.1.3 Develop draft LDMP The State Government has not yet released its State Disaster

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Management Plan. This plan has not been updated since September 2016. This materially affect Council's plan. This task cannot be completed until the State Government undertakes its planning. They have given no timelines. This will be addressed in the 2018/19 Operational plan

3.30.1.4 Undertake stakeholder consultation on draft plan

The State Government has not yet released its State Disaster Management Plan. This plan has not been updated since September 2016. This materially affect Council's plan. This task cannot be completed until the State Government undertakes its planning. They have given no timelines. This will be addressed in the 2018/19 Operational plan

3.30.1.5 Undertake stakeholder consultation

The State Government has not yet released its State Disaster Management Plan. This plan has not been updated since September 2016. This materially affect Council's plan. This task cannot be completed until the State Government undertakes its planning. They have given no timelines. This will be addressed in the 2018/19 Operational plan

3.31 Develop and provide information to the community regarding effective responses to disasters and emergencies. (9.4/8.2)


3.31.1 Emergency Management Strategy to be developed to provide a framework for public information.

3.31.1.1 Identify strategies for progression of emergency management framework

Identified and draft strategies have been prepared and on track.

3.31.1.2 Develop draft strategy Draft Strategy document has been prepared and yet to be reviewed.


Delayed due to program of commitments related to recraft

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of State Disaster Management Guidelines - requiring all planning documents to be completed. The draft Brisbane River Flood Study and the new Queensland Disaster Resilience Strategy may impact on the need and or depth of this document. To be reviewed for next financial year, to determine feasibility

3.31.1.4 Submit to Council Delayed due to program of commitments related to recraft of State Disaster Management Guidelines - requiring all planning documents to be completed. The draft Brisbane River Flood Study and the new Queensland Disaster Resilience Strategy may impact on the need and or depth of this document. To be reviewed for next financial year, to determine feasibility

3.32 Facilitate capacity building and leadership to enhance resilience in the community. (9.4/8.3)


3.32.1 Development of a communication strategy as part of the overall Emergency Management Strategy.

3.32.1.1 Identify strategies for progression of emergency management framework, this must include a communications element.

Identified and draft strategies have been prepared and on track. This will be addressed in the 2018/19 operational plan as part of the Community Resilience Strategy

3.32.1.2 Develop draft strategy Draft Strategy document has been prepared and yet to be reviewed. This will be addressed in the 2018/19 operational plan as part of the Community Resilience Strategy


Delayed due to program of commitments related to recraft of State Disaster Management Guidelines - requiring all planning documents to be completed. The draft Brisbane River Flood Study and the new Queensland Disaster Resilience Strategy may

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impact on the need and or depth of this document. To be reviewed for next financial year, to determine feasibility

3.32.1.4 Submit to Council Delayed due to program of commitments related to recraft of State Disaster Management Guidelines - requiring all planning documents to be completed. The draft Brisbane River Flood Study and the new Queensland Disaster Resilience Strategy may impact on the need and or depth of this document. To be reviewed for next financial year, to determine feasibility

3.33 Use Planning Scheme provisions to appropriately manage the risks arising from natural and other hazards. (9.4/8.4)







CARING FOR OUR ENVIRONMENT

Goal 4: Important areas of native habitat are conserved, the city’s important waterways are protected and their water quality enhanced, and the city responds appropriately to climate change and uses resources prudently.

Strategy 1: Develop and implement an integrated approach to the planning and management of nature conservation matters in partnership with the community, private land owners and government agencies


4.1 Review the Conservation Partnerships Program and implement changes. (9.5/2.1)


4.1.1 Highly effective partnership program with financial and technical incentives to support conservation and waterway health improvement on private land.

4.1.1.1 Develop and implement a Koala Conservation Agreement

3 month marketing plan complete. Plan implementation ongoing. This will be addressed in the 2018/19 Operational plan

4.1.1.2 Remove the free nest boxes from Habitat Gardens

The nest boxes are assembled and ready for distribution.

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Distribution will occur on the 4 August 2018 during an event at Cribb Park.

4.2 Provide strategic delivery of environmental offsets across the city. (9.5/2.2)


4.2.1 Work in partnership with offset brokers / organisations in the strategic delivery of environmental offsets in alignment with the Nature Conservation Strategy and Koala Habitat Management Plan.

4.2.1.1 Delivery of offsets with Cherish the Environment Foundation

Completed.

4.2.1.2 Koala and Brush-Tailed Rock Wallaby Habitat restoration projects undertaken

Koala plan completed. Rock wallaby plan completed.


4.2.2 Delivery of the iconic species programs (Koala, Brush-tailed Rock Wallaby, Platypus, Melaleuca Irbyana, Cooneana Olive).

4.2.2.1 Protected and significant plant program to be developed

To be delivered in the 2018/19 Environment & Sustainability Grants Program

Strategy 2: Waterways are protected and managed to achieve enhanced environmental, ecological and water quality outcomes


4.3 Work in partnership with property owners, community groups and government agencies to protect and better manage important waterways, wetlands and groundwater resources. (9.5/3.1)


4.3.1 Improved waterway and wetland health.

4.3.1.1 Deliver Habitat Connections program in alignment with Beautiful Ipswich

On-going. Opportunities to combine Habitat Connections with Beautiful Ipswich are being explored. This will be addressed in the 2018/19 Operational plan


4.3.2 Improve aquatic habitat diversity.




4.3.3 Improved riparian condition and extent.




4.3.4 Implement the Waterway Partnership program working with private landholders to restore riparian corridors and reduce erosion risks.



4.4 Implement appropriate pollutant control mechanisms, particularly for sediment and erosion during the construction

Executive Secretariat 4.4.1 Ensure delivery of actions and outcomes in the Ipswich City

4.4.1.1 Actions are listed in the Health and Amenity Plan under

All HAP actions and related projects are completed. An End

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phase of development. (9.5/3.2) Council Health and Amenity Plan are achieved.

various priorities and include outputs and outcomes that will be achieved within the financial year.

of Year report will be made available on Council's website in August 2018 detailing the finalisation of actions and projects.

4.6 Ensure effective catchment and floodplain management. (9.5/3.4)


4.6.1 Review and implementation of the Waterway Health Strategy.

4.6.1.1 Develop a revised Waterway Health Strategy

Document drafted, currently finalising internal review of draft. This will be addressed in the 2018/19 Operational plan Waterway Health Strategy


4.6.3 Maintain up-to-date flood studies

4.6.3.1 Undertake the Bremer River Catchment Flood Study

In development and will be addressed in 2018/19 Operational Plan


4.6.4 Delivery of the Habitat Connections Program.

4.6.4.1 Rehabilitation of program location sites through the removal of pest plants and re-vegetation with native plants

Rehabilitation program will be addressed in the 2018/19 Operational plan


4.6.5 Delivery of Catchment Corridor Plans.

4.6.5.1 Develop the Deebing Creek Corridor Plan

Corridor Plan has been completed

Strategy 3: Enhance urban greening


4.7 Undertake street tree planting and landscaping and protect significant vegetation within road reserves. (9.5/4.2)


4.7.1 Planning, design and implementation of stage 1 “My Suburb, My City” Beautification program for Collingwood Park and Riverview.

4.7.1.1 Street trees planted along key major thoroughfares including Collingwood Drive, Namatjira Drive and Lawrie Drive, Collingwood Park and Old Ipswich Road, Riverview. A further nominated suburb list for roll-out in 18/19 of further street tree planting on major thoroughfares to be finalised following discussions with relevant divisional Councillors.

Preferred contractor has signed contract for landscape works for Collingwood Drive centre median. Contractor anticipated to commence onsite early April, weather pending. Revised commencement of street tree planting Division 1 (Camira) - Division 4 (Various) - Division 5 (Basin Pocket) -


4.7.2 Conduct Street Tree Asset capture and Assessment.

4.7.2.1 Identified Resource requirement and currently

Tree Asset capture assessment is on track for completion

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undertaking asset capture (Several suburbs completed)


4.7.3 Complete footpath garden Asset capture and mapping.

4.7.3.1 Identified Resource requirement and currently undertaking asset capture (Several suburbs completed)

Footpath garden asset capture and mapping in progress and on track for completion


4.7.4 Complete condition assessment of existing gardens to identify a possible refurbishment program.

4.7.4.1 Incorporate with Beautiful Ipswich program. (Stage one currently reviewing)

Challenge employment and Skills Alliance have finished their term for 17/18. Exploring delivery options for completion of remaining works in 18/19.


4.7.5 Strategic plan identifying possible Street Tree planting opportunities (where are their gaps) and develop a Street Tree planting program.


Status on street tree planting Division 1 (Camira) - Replaced with landscape works Division 4 (Varous) - Completed Division 5 (Basin Pocket) - Completed


4.7.6 Strategic plan identifying possible Footpath garden capital opportunities (New) and develop a Footpath garden capital program.


To be considered as future Beautiful Ipswich program, subject to available funding.


4.7.7 Review current maintenance program, including Street Trees and Footpath gardens

4.7.7.1 Draft a resource plan for the 17/18 Maintenance Program.

Tree/garden asset data will assist in completion of maintenance program

Strategy 4: Use resources efficiently and sustainably


4.8 Waste is treated as a resource and is minimised through reducing, reusing and recycling. (9.5/5.1)


4.8.1 Maximise diversion of waste from landfilling through the kerbside recycling & green waste services and public transfer stations.

4.8.1.1 Promote the waste diversion services provided by Council to the local community

Material diverted from Landfill in the Jun-18 quarter Kerbside recycling service = 3,010 tonnes Kerbside green waste service = 1,070 tonnes Recycling & Refuse Centres = 3,921 tonnes

4.8.1.2 Investigate how Council will implement the Container Refund Scheme to provide the greatest benefits for Ipswich residents

Still waiting on detail from State Government to provide Council with an understanding on its potential role in the scheme.

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4.8.1.3 Participate in the Council of Mayors working groups on diversion of specific waste materials from landfilling

Completed as Council of Mayors working group is not currently active

4.8.1.4 Support businesses that manufacture products using recycled content

Material Recovery Plan Developed (formerly called Waste Management Strategy and Council has commenced the 'recycle 4' campaign.

4.8.1.5 Investigate measures to divert priority waste materials from landfilling such as glass, concrete and tyres

Material Recovery Plan Developed (formerly called Waste Management Strategy and Council has commenced the 'recycle 4' campaign.


4.8.2 Develop and implement the Resource Optimisation Plan.

4.8.2.1 Approve and implement the Materials Recovery Plan

Materials Recovery Plan Completed.

4.9 Water is treated as a precious resource within a total water cycle management framework. (9.5/5.3)


4.9.1 Review and implement the Integrated Water Strategy.

4.9.1.1 Develop business cases for further conversion to river supply for irrigation purposes at Council sporting fields where feasible and cost effective.

Work has commenced and will be ongoing with reviewing water efficiency measures in 2018/19 Operational Plan


4.9.2 Identify and deliver water saving projects, including the use of technology for minimising water use in Council facilities and sports fields.

4.9.2.1 Finalise conversion of irrigation supply from town to river supply at the Tivoli Sporting Complex

Conversion of irrigation supply from town to river supply at the Tivoli Sporting Complex completed.


4.9.4 Delivery of stormwater improvement projects, including stormwater harvesting; stormwater offsets, rain gardens.

4.9.4.1 Finalise the implementation of the Redbank Plains Recreation Reserve storm water harvesting project.

Implementation of the Redbank Plains Recreation Reserve storm water harvesting project has been completed

Strategy 5: Improve environmental awareness, education and compliance


4.10 Ensure appropriate compliance is undertaken in relation to littering, dumping and air and water pollution. (9.5/6.2)


4.10.1.1 Actions are listed in the Health and Amenity Plan under various priorities and include outputs and outcomes that will be achieved within the financial year

All HAP actions and related projects are completed. An End of Year report will be made available on Council's website in August 2018 detailing the finalisation of actions and

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projects.

LISTENING, LEADING AND FINANCIAL MANAGEMENT

Goal 5: Visionary and accessible leadership is provided that consults and communicates on key decisions and delivers sound financial management and good governance outcomes.

Not Linked


5.1 The accessibility to and the visibility of the Mayor and Councillors are maintained. (9.6/1.1)

Finance and Corporate Services

5.1.1 Maintain the accessibility of mayor and elected members in public and media platforms.

5.1.1.1 Conduct media enquiries and requests for Councillors in accordance with policy and guidelines

Media enquiries and requests are managed through Economic Development and Marketing in accordance with policies and guidelines. Corporate Services assist Media branch with any information required in the preparation of responses to media enquiries in a timely fashion.

5.1.1.2 Conduct advertising and promotional activities in accordance with policy and guidelines

Processes and systems established to assist with overseeing advertisements and promotional activities created by the Electorate Office continue to ensure timely actioning.

5.1.1.3 Provide electorate offices with up-to-date and current information about Council activities and initiatives

Ongoing quarterly update meetings are conducted with staff and electorate offices ensuring new and upcoming changes within the organisation are communicated to the electorate office.

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5.1.1.4 Development and Implementation of Line of Sight Program.

Decision made to delay some activities due to resourcing challenges in the Organisational Development Area. CBD Change Management will be scoped during October and incorporated with actions resulting from 2018 Culture Survey.


5.1.2 Mayor’s office and electorate offices have capacity, resources and visibility within the community.

5.1.2.1 Support electorate offices with appropriate resources and capacity to deliver high standards of service

Support and resources continue to be provided in accordance with established policies and procedures and based on service requirements.

5.1.2.2 Electorate officers are provided with training and development opportunities

Training calendar continues to be populated with training and development opportunities for electorate officers.

5.1.2.3 Ensure electorate offices are visible and accessible to the community

Divisional office contact details feature on intranet and Council website, advertisements included in the local publications on question time, office hours etc.

5.2 The Mayor and Councillors continue to promote and advocate on behalf of the city and the community. (9.6/1.2)


5.2.1 Elected members undertake roles and responsibilities to a high standard.

5.2.1.1 Provide advocacy role on behalf of community or individuals where required

ICC Councillors are active in the region and have fulfilled duties in accordance with requirements of the Act.

5.2.1.2 Respond effectively to ICC Councillors are active in the

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issues impacting on the City and community

region and have fulfilled duties in accordance with requirements of the Act.

5.2.1.3 Ensure effective and responsible policy and decision making

Council has established policies and procedures in relation to decision making, reviewed on an annual basis. Council policies continue to be published on Council's website.

5.2.1.4 Maintain a high standard of ethical conduct and transparent decision making

Councillors Code of Conduct has been finalised and adopted by Council on 24 March 2018.


5.2.2 Monitor and review Council’s performance, strategic and operational reporting.

5.2.2.1 Reporting and monitoring is reviewed for effectiveness and performance outcomes

Council's performance is monitored and reported on through branch activity reports, financial budgetary performance and quarterly operational reporting with alignment to strategic and operational activities in accordance with the Act.

5.2.2.2 Ensure reporting to Council is timely and accurate

Council's performance is monitored and reported on through branch activity reports, financial budgetary performance and quarterly operational reporting with alignment to strategic and operational activities in accordance with the Act.

5.2.2.3 Exception reporting is provided to Council where required

Council's performance is monitored and reported on through branch activity reports, financial budgetary performance and quarterly operational reporting with alignment to

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strategic and operational activities in accordance with the Act.

5.5 Council maintains a key focus on customer service and meeting the needs of the community. (9.6/2.3)


5.5.1 Meet or exceed corporate targets for customer service standards.

5.5.1.1 Achieve first-point-of-contact resolution when answering customer enquiries

Achieved 92% vs Target of 52%

5.5.1.2 Answer incoming customer calls directly in a timely manner

Achieved 88% vs Target of 85% (80% = Satisfactory)

5.5.1.3 Ensure rate arrears are kept low

Achieved 2.25% vs Target of 2.70%

5.5.1.4 Complete customer service requests in a timely manner


5.5.1.5 Register and task all types of incoming Council communication in a timely manner



Decision made to delay some activities due to resourcing challenges in the Organisational Development Area. CBD Change Management will be scoped during October and incorporated with actions resulting from 2018 Culture Survey.

5.6 Councillors and staff are provided with the necessary skills, training and resources to make informed, effective, efficient, impartial and timely decisions. (9.6/3.1)


5.6.1 Council continues to provide training, development and resources to Councillors and staff to enable and support, effective, informed, timely and impartial decision making.

5.6.1.1 Deliver training and development aligned to performance appraisal development plans

Training in performance appraisals delivered during May with positive feedback. Also conducted Coaching training to further support managers. Supervisor Skills program continues with consistently positive feedback and high attendance rates.

5.6.1.2 Corporate training and Review undertaken with

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development opportunities are available for all employees

recommendations. Organisational Development Team will prepare implementation plan during 2018/2019.

5.6.1.3 Councillors are provided with appropriate training opportunities.

Various training sessions offered and undertaken by Councillors and will continue to be provided in the 2017/2018 year.

5.7 Council information is accurate and managed effectively to ensure appropriate access, confidentiality and security. (9.6/3.2)


5.7.1 Maintain an open and transparent approach to information.

5.7.1.1 Provide policies and procedures that are up-to-date

Established processes/procedures are in place to ensure regular Departmental reviews are undertaken on policies and procedures.

5.7.1.2 Maintain privacy principles and provide access to information where required

Information continues to be managed in accordance with legislative obligations. Release of information is managed through established processes and procedures.

5.7.1.3 Effectively manage and resolve administrative action complaints

Administrative Action Complaints policies and procedures established and reviewed to ensure currency and best practice. Fourteen (14) Administrative Action Complaints were received within the last quarter.

5.7.1.4 Review and maintain a strategic approach to information and retention

Council is continuing to review the strategic approach to information and retention.


Decision made to delay some activities due to resourcing challenges in the Organisational Development Area. CBD Change Management will be scoped during october and incorporated with actions resulting from 2018 Culture Survey.

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5.7.2 Review and maintain Council’s enterprise risk management framework

5.7.2.1 Update the Enterprise Risk Management Framework

Operational Risk Register is live within Council's Risk Management system and the Strategic Risk Register is in development. A risk management program continues to be implemented throughout Council.

5.7.2.2 Report to Executive Management on corporate exposures

Risk Management reporting is provided to the Executive Management and Audit & Risk Management Committee and will continue to be developed.

5.7.2.3 Regular monitoring of risks and opportunities

Operational Risk register has been completed and a Strategic Risk register is under development.

5.7.2.4 Monitor insurance exposures and risks to control premiums

Insurance portfolio/program will continue to be monitored as part of yearly renewal processes.

5.8 Aim to operate Council's finances with a modest surplus. (9.6/4.1)


5.8.1 Ensure sound budgeting principles consistent with long-term financial targets.

5.8.1.1 Regularly update and review Council’s long term financial plan (LTFP).

Complete and final review of the LTFF 2018-2019 to 2027-2028 has been adopted with the 2018-2019 Budget.

5.8.1.2 Review input assumptions and financial sustainability targets as part of preparation of the LTFP.

Assumptions for the 2018-2019 forecast period have continued to be reviewed and updated during the development of the 2018-2019 Budget and 2018-2016 to 2017-2028 LTFF. These have been incorporated into the adopted budget. The financial sustainability targets included in the LTFF all trend in a positive direction over the period of the LTFF.

5.8.1.3 Prepare Council’s annual budget in line with financial targets set out in the LTFP.

The budget has been prepared to reflect best estimates in revenues, expenses and desired capital expenditure as well as changes in the underlying

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economic conditions that are reflected in forecast price and growth assumptions. After considering these factors, Council's annual budget has been adopted general in line with the targets previously forecast in the LTFF.

5.8.1.4 Monitor and report Council’s performance compared to budget.

Monthly performance reports comparing actual to budget are prepared and tabled at committee

5.9 Manage and reduce the city's debt on the basis of 'don't spend more than you earn, and borrow for assets only'. (9.6/4.2)


5.9.1 Effectively manage revenue sources relative to debt and service levels.

5.9.1.1 Manage Council’s debt in accordance with Council’s debt policy.

The management of Council's debt has been in accordance the adopted debt policy. Forecast one-off debt repayments were not made as these repayments were consequential to other transactions which did not eventuate. Forecast one-off debt repayments have been included in the 2018-2019 Budget. It is noted that Council did not borrow the forecast $50 million during 2017-2018.

5.9.1.2 Forecast Council’s debt position as part of Council’s long term financial planning and budget process.

Forecast borrowings requirement for the period f the LTFF have been reviewed and adjusted to reflect need of the 2018-2019 Capital program and the 10 year capital forecast. This considers Council decision to build and own the proposed CBD Administration building as well as other key projects of the CBD redevelopment. It is noted that Council did not borrow the forecast $50 million during 2017-2018.

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5.9.1.3 Monitor and review Council’s financial performance ratios and targets.

Monthly performance reports is undertaken and submitted to Committee and ratio targets are monitored as part of LTFF preparation and review.

Strategy 2: Provide comprehensive and meaningful community engagement to inform Council decision making


5.3 Council decisions are better informed through meaningful engagement with the community. (9.6/2.1)


5.3.1 Data and information provided to Council reflects community needs.

5.3.1.1 Develop Community Research Strategy.

Community Research and Engagement Team has now been recruited. The team's strategic framework and approach to community research has been operationalised and is consistently implemented into work plans and projects. *Note that the "Strategy" in the deliverable should not be capitalised and refers to an approach as opposed to the development of a strategy document.

5.3.1.2 Conduct community survey that provides a baseline assessment of community values, needs and feedback (to inform decision making).

Community survey will be developed in 2018 and conducted in the 19/20 financial year



5.3.1.4 Link the statistical data with community engagement findings in order to strengthen the design and delivery of good community engagement projects.

Ongoing. Various community engagement projects have/are implementing a comprehensive approach to the utilisation of statistical data to strength the design and delivery of projects. Specifically, community conversations were had with over 250 community members within the Riverview suburb in

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order to gather information about the aspirations and needs of the local community which has been analysed and is now being utilised to inform the development of local projects and initiatives and statistical data relating to the extent and nature of Graffiti across Ipswich has been analysed in order to determine geographical prevalence and implement a targeted community engagement project.

5.4 Community engagement is tailored to the needs of the community and the project. (9.6/2.2)


5.4.1 Efficient and outcome-focused community engagement

5.4.1.1 Develop project specific Community Engagement Plans, as appropriate, that customises engagement strategy to target community.

Ongoing. Community engagement plans are developed utilising various methodology in order to enhance engagement/uptake from target communities. For example, surveys are utilised to undertake widespread community engagement, while methods such as community conversations, door knocking and community forums are utilised for more specific engagement with particular cohorts or populations.

Strategy 5: Good neighbourly relations are maintained through effective dispute resolution, community education and compliance.


5.10 The community is provided with information, education and tools to minimise and, if necessary, resolve neighbourhood disputes and to be aware of their obligations under laws and regulations. (9.6/5.1)


5.10.1.1 Actions are listed in the Health and Amenity Plan under Customer Centric priorities and include outputs and outcomes that will be achieved within the financial year


5.11 Council undertakes inspections and appropriate Executive Secretariat 5.11.1 Ensure delivery of actions 5.11.1.1 Actions are listed in the All HAP actions and related

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compliance action in respect to nuisance activities. (9.6/5.2) and outcomes in the Ipswich City Council Health and Amenity Plan are achieved.

Health and Amenity Plan under various priorities and include outputs and outcomes that will be achieved within the financial year.

projects are completed. An End of Year report will be made available on Council's website in August 2018 detailing the finalisation of actions and projects.

Strategy 6: Maintain a consistent and efficient approach to laws and compliance activities across the city.


5.12 The community is provided with information and access on how to apply for and comply with licences and permit conditions, and obligations under local laws and legislation. (9.6/6.1)




5.13 Council will undertake programmed inspections and patrols and will respond to requests made by the community to ensure quality of life is being maintained across the city. (9.6/6.2)




5.14 Council has local laws that are contemporary, sustainable and efficient for the good governance of the Local Government Area. (9.6/6.3)

Executive Secretariat 5.14.1 The local laws provide clear and consistent outcomes for Council and the community in resolving compliance matters and are reviewed regularly.

5.14.1.1 A policy will be developed to provide a framework for how and when local laws will be reviewed to ensure they contain no redundant provisions and are contemporary regulatory tools.

A motion to draft a new law for banning helium balloons, single use plastic straws and single use plastic water bottles was adopted at the June Council meeting.

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Ipswich City Council

FINANCIAL AND CORPORATE

KEY PERFORMANCE INDICATORS

OF THE IMPLEMENTATION OF THE

2017-2018 OPERATIONAL PLAN

June 2018

Financial Report on the Progress of Implementation of the 2017-2018 Operational Plan

June 2018








Capital UK UK UK UK UJ UJ UL UL UK UK UJ UL UL



Employee Expenses* J J J J J K J K K K K K K

Other Expense Categories** J J J J K J J J J J J J J





Other Expense Categories** J J J J J J J J J J L L L

Capital UK OL OL UJ UK UJ UJ UL UL UL UL UL UL



Employee Expenses* J J J J K J J J J J J J J

Other Expense Categories** J K K K K J J J J J J J J

Capital UJ UL UL UJ UL UL UL UL UL UL UL UL UL



Arts, Social

Development and

Community

Engagement

Economic

Development and

Marketing


Department


Services Department







Capital expenditure under budget for infrastructure program $11.055m or 20.14%.








Satisfactory results for revenue and employee expenses. Other expenses over budget by $746k or 66.43% primarily due to expensing of non-capital items.

Capital expenditure under budget for infrastructure program $17.48m or 21.1%.




June 2018






Employee Expenses* K J J J J J J K K K K K K

Other Expense Categories** J J J J J J J J J J J K K

Capital OL OL UL UL UL UL UL UL UL UL UL UL UL


Revenue J J J J J K L L L L J J J

Employee Expenses* J J J K L L K L L K K L L


Capital UJ UJ UK UK UK UL UK UK UL UK OK OL OL




Other Expense Categories** K K K K K L J J J J J J J


Corporate Controlled:


Revenue J L J J K J J J K K K K K

Expenses L L L L L L K J K K K K K

Capital OL OL OL OL OL OL OL OL OK UJ UL OL OL



Works, Parks and

Recreation

Department


Regulatory Services

Department

Planning and

Development

Department

Corporate Items

Revenue down for grants and subsidies $316k primarily due to the timing of home assist grants and other revenue under budget $93k which Revenue is below budget primarily in relation to property search revenue.


Revenue under budget $1.552m or 0.8%. Expenses over budget by $257k or 0.4%.


Satisfactory results other expense categories. Revenue is under budget $226k or 9.83%. Employee expenses over budget $191k or 3.68%.

Capital expenditure under budget $411k or 47.8%.


Satisfactory results for revenue and other expenses. Employee expenses is over budget $407k or 1.54%.


Capital expenditure for IWS over budget $9k or 1.2%.

Revenue down for grants and subsidies $316k primarily due to the timing of home assist grants and other revenue under budget $93k which Revenue is below budget primarily in relation to property search revenue.


Revenue under budget $10.37m or 3.91%. Expenses over budget by $1.581m or 1.89%.


Satisfactory results for Revenue and Other expense categories. Employee expenses over budget $352k or 5.03%.

Capital expenditure over budget $404k or 19.52%.


Satisfactory results for revenue. Employee expenses is over budget $809k or 2.30%. Other expenses over budget by $1.65m or 2.70%.


Capital expenditure for IWS under budget $116k or 10.9%.


June 2018

Rate Arrears as at 30 June 2018:


* Arrears % 1.7 1.65 1.78 1.79 1.84 1.98 2.12 2.25

Target % 2.70 2.70 2.70 2.70 2.70 2.00 2.00 2.00


Value of Rate Arrears:


$'000 3,281 3,242 3,568 3,680 3,844 4,207 4,579 4,929

1.01.52.02.53.03.54.0


%

Quarter Ending

Rate Arrears as % of Rates Levy (Rolling 12 months)

* Arrears % Target %

1000

2000

3000

4000

5000


$'0

00

Quarter Ending

Value of Rate Arrears


June 2018


Whole of Council


678.1 681.7 688.0 687.8 691.4 692.4 688.9 682.3 690.9 686.0 702.9 694.1

375.0 371.5 367.5 373.8 381.2 375.9 381.1 378.7 369.9 377.8 388.2 384.5

1,053.1 1,053.2 1,055.5 1,061.7 1,072.5 1,068.3 1,069.9 1,061.0 1,060.8 1,063.9 1,091.1 1,078.6

(2.9) 3.6 6.3 (0.1) 3.5 1.0 (3.5) (6.6) 8.6 (4.9) 16.8 (8.7)

(3.7) (3.5) (4.0) 6.3 7.3 (5.2) 5.1 (2.4) (8.8) 7.9 10.4 (3.8)

645.5 641.1 642.4 648.5 650.8 658.0 662.4 668.1 667.7 679.0 675.8 681.0

377.9 376.9 374.2 372.9 375.1 375.8 365.3 376.5 382.0 379.5 385.0 378.7

1,023.4 1,018.1 1,016.6 1,021.4 1,025.9 1,033.8 1,027.7 1,044.6 1,049.7 1,058.5 1,060.9 1,059.7

Sick Leave:

Whole of Council





WOC staff 69.91 69.57 71.57 71.15 72.31 72.22 72.93 73.71 74.90 75.48 76.33 76.33 79.07




White collar staff

Blue collar staff

Total




Over the quarter sick leave has deteriorated by 4.78 hours for blue collar staff and 3.02 hours for white collar staff.

350

400

450

500

550

600

650

700

750

Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18

FTEs

Whole of Council - FTEs by Category



June 2018

Annual Leave:


Whole of Council




No of people with 8+ weeks 11 12 8 10 14 15 14 8 8 15 14 12 18



LTI's 0 1 0 0 0 0 0 1 0 1 0 0 1

LTIFR 0 0 0 0 0 0 0 7 0 7 0 0 7




Of the 18 people with balances over 8+ weeks, the highest balance is 14.98 weeks, which relates to an employee whose assigned hours are 10.6 per week.


June 2018

Capital Expenditure




Customer Engagement System

All Council:

All Council Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18




118%

86% 223,122

42,148 165,078 74% 165,078

58,044

YTD Act YTD Bud YTD Var FY Budget FY F'cast

191,433 223,122 31,689 223,122

$'000

122,930 165,078

$'000 $'000 $'000 $'000 % Achieved

68,503 58,044 (10,459) 58,044

Department controlled under budget primarily relates to CBD revitalisation projects being under budget due to changes in composition and scope of the included projects and has been influenced by Council’s decision to build and own its administrat ionbuilding located within the same precinct. Corporate controlled actuals are over budget due to a higher than anticpated level of donated assets received by Council.

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City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.18 OAR: YESAuthorisation: Sean Madigan

WW: WWA4996112

30 July 2018

M E M O R A N D U M

TO: CHIEF EXECUTIVE OFFICER

FROM: EXECUTIVE OFFICER

RE: RESTRUCTURE OF EXECUTIVE SECRETARIAT AND HUMAN RESOURCES

INTRODUCTION:

This is a report by the Executive Officer dated 30 July 2018 concerning the realignment of reporting lines for the Human Resource Branch to continue the focus on employee wellbeing across the organisation. With this change also impacting the makeup of the Executive Branch (Executive Secretariat), it is also prudent to consider the naming of this area to better reflect its expanded role and responsibilities in the organisation.

BACKGROUND:

Following the unexpected departure of the Human Resource Manager in March 2018, the position title was updated to Manager, People and Culture to better reflect the increased focus on the wellbeing of staff and the culture change journey that role will have a key part in.

With the appointment of Sean Madigan as Chief Executive Officer in June 2018 and in order to continue to build on the momentum of the Line of Sight culture change program across the organisation, it has been determined to review the current reporting lines and structure of Human Resources.

With an increased focus on the importance of staff wellbeing, reporting lines for the newly created position of Manager, People and Culture need to be reconsidered with respect to what role this branch will play across the organisation in the future.

CURRENT STRUCTURE:

As it currently stands, this position reports to the Chief Operating Officer (Finance and Corporate Services) with the Branch being part of the Finance and Corporate Services Department. The current structure is detailed in Attachment A.

https://objprd.council.ipswich.qld.gov.au/id:A4996112/document/versions/published

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PROPOSED STRUCTURE:

It is proposed that the current Executive Secretariat Branch be retitled to Office of the CEO. This Branch currently includes the Legal Services, Internal Audit and Office of the Mayor. The proposed naming convention is better reflective of the high level functions that are undertaken by these work areas.

It is proposed that the current Human Resource branch be moved into the Office of the CEO alongside Legal Services, Internal Audit and the Office of the Mayor. The current makeup of the Human Resource Branch including all positions will continue in the same format following the change outlined above and detailed in Attachment B.

With the inclusion of the Human Resource branch into the Office of the CEO, the Chief Executive Officer will have direct responsibility for Human Resources, Legal Services, Internal Audit and Office of the Mayor. This proposed change is in keeping with the purpose of the line of sight culture change program and will allow more consistency across the organisation to ensure there is greater openness and transparency in the management of human resource matters.

CONSULTATION:

The Acting Manager, People and Culture has consulted with the affected staff of the Human Resources Branch to discuss the proposed reporting structure change and ensure Council’s obligations to its staff under the Certified Agreement are met.

ATTACHMENT/S:

Name of Attachment Attachment Current Structure Attachment A

Proposed Structure Attachment B

RECOMMENDATION:

A. That the Executive Secretariat Branch be retitled to Office of the CEO.

B. That the proposed structure for the Human Resources Branch as outlined in Attachment B to the report by the Executive Officer dated 30 July 2018, be approved.

C. That the relevant Organisational Structure documents be amended to reflect the changes.

Wade WilsonEXECUTIVE OFFICER

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I concur with the recommendation/s contained in this report.


Executive Organisation Structure

Executive

Executive

Department

Infrastructure Services Works, Parks and

Recreation

Arts, Social Development

and Community

Engagement

Planning and

Development


Services


Regulatory Services

Economic

Development and

Marketing Department

Branch

Internal Audit

Legal Services

Office of the Mayor

Section

Team/

Work Crew

Oracle Organisation Hierarchy Version 14

Approved 15 May 2017

Effective 5 December 2017

Office of the CEO Organisation Structure

Office of the CEO

Human Resources

Legal Services

Internal Audit

Office of the Mayor

1

Policy and Administration Advisory CommitteeMtg Date: 07/08/2018 OAR: YESAuthorisation: Jeff Keech

27 July 2018

M E M O R A N D U M

TO: ACTING CHIEF FINANCIAL OFFICER

FROM: STRATEGIC CLIENT OFFICE MANAGER

RE: REVIEW OF PROPERTY SEARCH CERTIFICATES

INTRODUCTION:

This is a report by the Strategic Client Office Manager dated 27 July 2018 concerning a request to provide an update on Committee Manager’s Request No. 44 relating to the content of Council’s rates and planning searches.

BACKGROUND:

On 15 April 2014, the Policy and Administration Board raised the following CMR:

“Please prepare a position paper for a future Policy and Administration Board in relation to the pros and cons of including further information from planning searches into a general rates search.”

On 14 October 2014 the City Solicitor prepared a report for the Chief Financial Officer that expressed his concern that Council’s Planning and Development Certificates prescribed under the Sustainable Planning Act 2009 (SPA), since replaced by the Planning Act 2016(Planning Act), were issued by Council officers including information that was additional to the mandatory information specified under the Act.

By providing information over and above what was required by SPA or the Planning Act, Council:

∑ Increases the risk that a limited planning and development certificate issued by it will contain an error or omission; and

∑ Increases the volume of information a person may, in the future, claim to have relied upon in making some decision or taking some action with legal or financial implications and concurrently increases the risk of a person making a claim against Council in respect of that information

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The City Solicitor proposed:

A. ‘That Council resolve to amend the content of the limited planning and development certificates issued by it so that they only include that information required to be provided under section 738 of SPA’.

B. That Council resolve to conduct a review, in consultation with Councillors of customer demand/need for the additional property information, currently provided by limited planning and development certificates in excess of the requirements of section 738 of SPA, so that it may establish and offer property searches/information request options which are separate from the planning and development certificates governed by SPA.

A working group of Council officers from all Departments that are engaged in the property search process was formed to review, investigate and provide recommendations as to the content of Planning and General Rates Searches. The working group undertook a review oflegislative requirements, reviewed the current planning and general rates searches against legislative requirements and benchmarked those searches against other Local Government’s searches (content and cost).

During May 2015, an officer working group produced an opportunity analysis with key findings and recommendations. A review of recommendations resulted in further issues being raised regarding the content of the planning and general rates searches. The working group was subsequently re-convened to further investigate these issues. However, the working group stalled in 2017 when key participants either left Council or were appointed to other positions in Council.

The officer working group undertook the following work:

1. Review of previous working group analysis and recommendations;

2. Update and review of legislative requirements including changes resulting from the Sustainable Planning Act 2016;

3. Review of content and accuracy of current planning and general rates searches;

4. Consideration of further benchmarking against other Local Government searches;

5. Review of provision of information to members of the public regarding content and costs of searches on platforms such as Council’s website;

6. Consultation with relevant stakeholders to ascertain the extent of further information suggested for inclusion on the planning and general rates searches; and

7. Legal review of information provided in the property and general rates searches.

8. Recommendations were presented to the City Planner, Chief Financial Officer and Chair Planning Committee who provided feedback that history shows if important information is not provided to intending property owners as a matter of course that they are reluctant to order additional searches. The outcome was that they did not support the proposal as presented and suggested further work needed to be done.

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In June 2017, the CMR was assigned to the Strategic Client Office Manager for actioning. A report was prepared for the Policy and Advisory Board.

It noted that in order to ensure that all issues relating to the content of the planning and general rates searches are considered and recommendations reflect local community requirements, it may be beneficial to either nominate councillor representatives or establish a councillor working group to participate in this activity.

The following recommendations were adopted:

RECOMMENDATION:Amended Policy and Admin Board No. 2017(06) of 11 July 2017A. That the report be received and the contents noted.

B. That a working group be established comprising Councillors Bromage, Tully, Antoniolli and Pahlke to review the information contained in property search certificates.

Councillor David Morrison was later added to the working group.

PROPERTY SEARCH WORKING GROUP

On 16 January 2018 the Property Search Working Group was convened. Councillors Tully, Pahlke, Bromage and Morrison attended.

Richard Bennett presented a number of options to address the issues raised by the City Solicitor and the options considered by the previous officer working groups. The feedback provided by Councillors included:

∑ Councillors wanted to review all commonly used property searches not just the limited planning and development certificate or other planning and development certificates, standard and full, prescribed by the Planning Act.

∑ Councillors expressed concern that property owners most often chose a Rates Only Property Search currently $100 per search (4000-5000 per year) and only occasionally selected a Limited planning and development search at $370 per search (approximately 1000 per year). Only a few Standard, currently $580 per search, and Full, progressive fee scale per value of property, planning and development searches are selected each month, example June 2018 one of each.Councillors’ concern was that property owners may be missing being informed of relevant and valuable information concerning the subject property by choosing the cheapest searches.

∑ As a consequence of the concerns expressed above, Councillors did not support less information being provided in the current property searches or that property owners need to select multiple property searches to get the information they need.

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Richard Bennett to investigate whether the Planning and Development information provided in the certificates is in accordance with the Planning Act.

∑ Councillors were more inclined to support additional information being provided as part of simple searches such as the Rates Only search if that could be provided in a cost effective manner.

Richard Bennett to investigate if there are available options to automate property searches.

17 July 2018 Property Search Working Group

Councillors Tully, Pahlke, Bromage and Morrison attended the Property Search Working Group meeting.

Information provided to the Working Group:

1. The Working Group was advised that the volumes of Property Searches currently ordered by customers each year is approximately:- 5000 Rates Only Certificates- 1000 Limited Planning and Development Certificates- 20 to 30 Standard or Full Planning and Development Certificates.

2. The Working Group was provided with sample copies of a recent a. Limited Planning and Development Certificate;b. Standard Planning and Development Certificate; and,c. Full Planning and Development Certificate.d. Rates Only Certificate

3. The working Group was provided with the 34 template questions that guide the request for information across Council to complete the information that may be provided in a range of property searches.

4. Of the Template Questions the response provided for Question 10 is answered specifically in accordance with the mandatory requirements of the Planning Act, no more no less.In the Planning and Development Information section:

∑ Questions 10.1-10.7 is the mandatory information required for the Limited Planning and Development Certificate (Limited P&DC);

∑ Questions 10.1-10.21 is the mandatory information required for the StandardPlanning and Development Certificate (Standard P&DC). Questions 10.8-10.21 are additional to the Limited P&DC; and

∑ Questions 10.1-10.24 is the mandatory information required for the Full Planning and Development Certificate. Questions 10.22-10.24 are additional to the Standard

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5. The Rates Only Certificate Information, is equivalent to Questions 1-4 and in all Planning and Development Searches.This information is not required by the Planning Act.

6. The responses provided to questions 5-9, are also not required by the Planning Act and the nature of the questions is what aroused concerns by the City solicitor but this is information that Councillors consider very useful for property owners to know.

7. Regarding automation, Pathway, Council’s current property and planning system, has recently released functionality to automate property searches. A few Councils appear to have implemented this service. Armidale Regional Council is an example.

Upon investigation Council has been that these Councils were not fully automated, Pathway generates the certificate but a council officer reviews each certificate before it is sent to the customer. The automated process had exposed deficiencies in their property information and generated some unexpected consequences during the data extraction. Until there is a high level of confidence in the automated result, these Councils will continue to operate a semi-automated process with officer review.

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8. Outcomes from the Property Search Working Group were that they:a. Did not want to provide less information to property purchasers or owners;b. Considered questions 5-9 provided valuable information to purchasers and

should be continued;c. Requested Council Officers to investigate whether responses to questions 5-9

could be automated or at least semi-automated so that the information could be provided at low cost to customers. The preferred outcome would be that it be provided as part of all Rates Only Property Searches;

d. Requested that Council Officer investigate whether more relevant and useful property information could be provided as part of the Rates Only property Certificate. Perhaps all the relevant information that was currently available for free on PD Online.

e. Subject to c. and d. above being able to be implemented, prepare a recommendation for consideration that incorporates removing the responses to questions 1-9 from the Planning and Development Certificates, reducing the price of those certificates and renaming the Rates Only Certificate.

RECOMMENDATIONS:

A. That the outcomes of the Property Search Working Group described in 8. of the report be progressed by the Strategic Client Office Manager and a report on the status of this work be presented to the November 2018 meeting of the Policy and Administration Advisory Committee.

B. That the Property Search Working Group be reconvened as needed to progress the project.

Richard BennettSTRATEGIC CLIENT OFFICE MANAGER

I concur with the recommendations contained in this report.

Jeffrey KeechACTING FINANCIAL OFFICER

POLICY AND ADMINISTRATION ADVISORY COMMITTEE NO. 2018(07)

7 AUGUST 2018

REPORT

COUNCILLORS’ ATTENDANCE: Councillor Wendt (Chairperson); Councillors Tully, Silver, Stoneman, Martin (Observer), Morrison (Observer), Bromage (Observer) and Pisasale

COUNCILLOR’S APOLOGIES: Councillor Pahlke and Councillor Ireland (Observer)

OFFICERS’ ATTENDANCE: Chief Executive Officer (Sean Madigan), Chief Operating Officer (Works, Parks and Recreation)(Bryce Hines), Chief Operating Officer (Infrastructure Services)(Charlie Dill), Chief Operating Officer (Arts, Social Development and Community Engagement)(Caroline McMahon), Chief Operating Officer (Economic Development and Marketing)(Ben Pole), Acting Chief Operating Officer (Finance and Corporate Services)(Jeff Keech), Acting Chief Operating Officer (Health, Security and Regulatory Services)(Barbara Dart), Acting City Planner (Brett Davey)

OFFICER’S APOLOGIES: Nil

1. REVIEW OF PROPERTY SEARCH CERTIFICATES

With reference to a report by the Strategic Client Office Manager dated 27 July 2018 concerning a request to provide an update on Request No. 44 relating to the content of Council’s rates and planning searches.

RECOMMENDATION

A. That the outcomes of the Property Search Working Group of 17 July 2018 described in 8.be progressed by the Strategic Client Office Manager and a report on the status of thework be presented to the November 2018 meeting of the Policy and Administration Advisory Committee.

B. That the Property Search Working Group be reconvened as needed to progress the project.

PROCEDURAL MOTIONS AND FORMAL MATTERS

The meeting opened at 10.00 am.

The meeting closed at 10.54 am.

EMPLOYEE DEVELOPMENT ADVISORY COMMITTEE NO. 2018(04)

7 AUGUST 2018

REPORT

COUNCILLORS’ ATTENDANCE: Councillor Pisasale (Chairperson); Councillors Stoneman and Silver

COUNCILLOR’S APOLOGIES: Councillor Wendt (Acting Mayor)

OFFICERS’ ATTENDANCE: Chief Executive Officer (Sean Madigan), Acting Chief Operating Officer (Jeff Keech), Staffing and Remuneration Manager (Julie Battelley), Organisational Development Manager (Maria Pawluczyk), President of Ipswich City Council Social Club (Glenn Gellatly), Member of Ipswich City Council Social Club (Matt Lennon), Member of Ipswich City Council Social Club (Tia Prasser), Employee Representative (Jason Claassen), Employee Representative (Karin Hall), Employee Representative (Kristin Peasey), Employee Representative (Neville Lehmann) and Employee Representative (Jane Pinder)

OFFICERS’ APOLOGIES: Employee Representative (Tanya Appleton) and Employee Representative (Gareth Lewis)

1. REPORT – EMPLOYEE DEVELOPMENT ADVISORY COMMITTEE NO. 2018(03) OF 12 JUNE 2018

With reference to a report by the previous Employee Development Advisory Committee No. 2018(03) of 12 June 2018 and an extract of the Council Ordinary Meeting held on 26 June 2018.

RECOMMENDATION


2. STAFF THANK YOU UPDATE

With reference to a verbal report by the Organisational Development Manger concerning an update on the staff thank you project which was expected to be rolled out in early July 2018 but has now been delayed until late August.

RECOMMENDATION

That report be received and noted.

3. E-HUB UPDATE

With reference to a verbal report by the Staffing and Remuneration Manager concerning an update on Council’s E-Hub program.

RECOMMENDATION

That the report be received and noted.

3. iHEALTH UPDATE

With reference to a verbal report by a member for the Ipswich City Council Social Club concerning an update on Council’s iHealth programs. Events include Daffodil Day on 24 August 2018 to raise money for the Cancer Society, R U OK Day in September and Mental Heal Week in November which also includes Women’s and Men’s Health Week.

RECOMMENDATION

That the report be received and noted.

4. STAFF CHRISTAMS PARTY – END OF YEAR ARRANGEMENTS

With reference to a verbal report by the Chief Executive Officer concerning an update on the staff Christmas party.

RECOMMENDATION

That the Chief Executive Officer continue discussions with the Chief Operating Officer (Economic Development and Marketing) to progress the planning for the 2018 combined staff Christmas party and that a report be provided to the next Employee Development Advisory Committee.

5. SUPERVISORY SKILLS TRAINING

With reference to a verbal report by an Employee Representative concerning some positive feedback of the Supervisory Skills Training provided to staff.

RECOMMENDATION

That the Organisational Development Manager provide a report to the Chief Executive Officer on the training including staff who have attended the training to date.

6. REQUEST FOR STAFF TO JOIN THE EMPLOYEE DEVELOPMENT ADVISORY COMMITTEE

With reference to a verbal report by an Employee Representative concerning an expression of interest received from a staff member to join the Employee Development Advisory Committee.

RECOMMENDATION

That the Organisational Development Manager facilitate the process for the relevant staff member to join the Employee Development Advisory Committee.

7. PROMOTION OF EMPLOYEE DEVELOPMENT ADVISORY COMMITTEE TO STAFF

With reference to a verbal report by an Employee Representative concerning a suggestion on promotion of the Employee Development Advisory Committee to staffincluding the process for submitting ideas and discussion items to the committee.

RECOMMENDATION

That the Digital Content Officer (Internal Communications) organise an article on The Wire informing staff about the role of the Employee Development Advisory Committee.

8. THANK YOU TO STAFF

Councillor Silver, on behalf of the Chairperson (Councillor Pisasale), thanked all members of the Employee Development Advisory Committee for their co-operation and work over the last two years.


The meeting opened at 12.00 pm.

The meeting closed at 12.40 pm.

AUDIT AND RISK MANAGEMENT COMMITTEE NO. 2018(03)

8 AUGUST 2018

REPORT

MEMBERS’S ATTENDANCE: Councillor Wendt (Chairperson and Acting Mayor); Councillor Tully, Graeme Stratford (External Member) and Dr Annette Quayle (External Member)

MEMBER’S APOLOGIES: Nil

OTHER ATTENDANCE: Chief Executive Officer (Sean Madigan), Acting Chief Operating Officer (Finance and Corporate Services)(Jeff Keech), Internal Audit Manager (Freddy Beck), Queensland Audit Office (Patrick Flemming), Queensland Audit Office(Lisa Fraser), Acting Chief Operating Officer (Health, Security and Regulatory Services)(Barbara Dart)(Observer)

DECLARATION OF CONFLICTS OF INTEREST BY AUDIT COMMITTEE MEMBERS

Councillor Paul Tully declared a potential conflict of interest as a member of the Local Government Audit and Compliance Committee of the Local Government Association of Queensland (LGAQ).

1. REPORT – AUDIT COMMITTEE NO. 2018(02) OF 16 MAY 2018

With reference to a report by the previous Audit Committee No. 2018(02) of 16 May 2018 and an extract of the Council Ordinary Meeting held on 29 May 2018.

RECOMMENDATION


2. INTERNAL AUDIT BRANCH ACTIVITIES REPORT FOR THE PERIOD 4 MAY 2018 TO 30 JULY 2018

With reference to a report by the Internal Audit Manager dated 30 July 2018 concerning the activities undertaken since 4 May 2018 and the current status of Internal Audit activities.

RECOMMENDATION

That the report be received, the contents noted and the recommendations in attachments 2a and 2b, be considered finalised and archived.

3. SUMMARY OF RECENT AUDIT REPORTS ISSUED

With reference to a report by the Internal Audit Manager dated 30 July 2018 concerning the completion of recent internal audits and subsequent report releases since the previous report dated 4 May 2018.

RECOMMENDATION


4. OVERDUE RECOMMENDATIONS AS AT 3 AUGUST 2018

With reference to a report by the Internal Audit Manager dated 3 August 2018 concerning the status of each Department's progress in actioning the internal and external audit recommendations due or overdue for implementation.

RECOMMENDATION


5. 2017–2018 AUDIT – QUEENSLAND AUDIT OFFICE INTERIM MANAGEMENT REPORT

With reference to a report by the Business Accounting Manager dated 10 July 2018 concerning the Queensland Audit Office (QAO) Interim Management Report to the Acting Mayor dated 19 June 2018.

RECOMMENDATION


6. LOST AND STOLEN ITEMS REPORTS RAISED AND/OR RECEIVED IN THE PERIOD 1 JULY 2017 – 30 JUNE 2018

With reference to a report by the Financial Accountant dated 23 July 2018 concerning assets/items reported to the Finance Branch as suspected of being stolen or missing during the financial year end 30 June 2018.

RECOMMENDATION


7. 2017–2018 ASSET REVALUATION

With reference to a report by the Principal Financial Accountant dated 10 July 2018 concerning the 2017–2018 Asset Revaluation and its effect on Ipswich City Council’s annual financial statements.

RECOMMENDATION

A. That the report by the Principal Financial Accountant dated 10 July 2018, including Attachments A, B and C, be received and noted.

B. That the Flooding and Drainage asset class, being formal valuation, be revalued as outlined in the report by the Principal Financial Accountant dated 10 July 2018 and in accordance with Attachment A: 2017–2018 valuation report prepared by Cardno.

C. That all other asset classes namely, Road Bridges and Footpaths, Buildings and Other Structures, and Artworks not be revalued as the cumulative valuation percentage increases/decreases are below 5%, as outlined in the report by the Principal Financial Accountant dated 10 July 2018.

8. QUEENSLAND AUDIT OFFICE – BRIEFING NOTE

With reference to a report by the Queensland Audit Office providing an update on Ipswich City Council’s Audit Status.

RECOMMENDATION


9. QUEENSLAND AUDIT OFFICE INSIGHTS WINTER 2018 NEWSLETTER

With reference to a newsletter by the Queensland Audit Office (Winter 2018) providing an insight into the activities of the Queensland Audit Office.

RECOMMENDATION


11. NEXT MEETING – TO BE ADVISED


The meeting opened at 1.02 pm.

The meeting closed at 2.23 pm.

1

City Management, Finance and Community Engagement CommitteeMtg Date: 14.08.18 OAR: YESAuthorisation: Bryce Hines

Item 8 – Works, Parks and Sport Committee No. 2018(08) of 13 August 2018 has been referred to the City Management, Finance and Community Engagement Committee No. 2018(09) of 14 August 2018 for consideration as Late Item 13.

LATE ITEM 13

1 August 2018

M E M O R A N D U M

TO: ACTING CHIEF OPERATING OFFICER (WORKS, PARKS AND RECREATION)

FROM: BUSINESS ACCOUNTING AND ASSET MANAGER

RE: AMENDMENT TO TENDER NO. 13-14-327 – SITE AND FILL MANAGEMENT

INTRODUCTION:

This is a report by the Business Accounting and Asset Manager dated 1 August 2018 concerning the preparation of a tender consideration plan under section 230 of the Local Government Regulation 2012 to enable Council to enter into a large sized contractual arrangement with the existing supplier of contract 13-14-327 without complying with the requirements for written tenders under section 228 of the Local Government Regulation 2012.

BACKGROUND:

Council went to the market for the appointment of a suitably qualified organisation for site and fill management services in September 2014.

Council has an operational requirement for the disposal of spoil in relation to maintenance and construction activities. Currently, Council does not have the operational capacity to manage the site within existing resources and, due to the estimated time for the void to be filled, it is not feasible for Council to resource this activity.

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CONSIDERATIONS:

Different procurement options were considered but given the operational needs of Counciland the considerations discussed in the Background Paper (Attachment B), it is recommend that a Tender Consideration Plan (Attachment A) be prepared to document the operational need for the Site and Fill Management Services under a large size contractual arrangement that mirrors the term of the contractual arrangements in Contract Number 13-14-327.

A tender consideration plan (TCP) is an exception to the general requirement for large-sized contractual arrangements to require written quotes or tenders. It requires a resolution of Council. Section 230 of the Local Government Regulation provides for entering into a contractual arrangement by way of a TCP:

(1) A local government may enter into a medium-sized contractual arrangement or large-sized contractual arrangement without first inviting written quotes or tenders ifthe local government—

(a) decides, by resolution, to prepare a quote or tender consideration plan; and

(b) prepares and adopts the plan.

(2) A quote or tender consideration plan is a document stating—

(a) the objectives of the plan; and

(b) how the objectives are to be achieved; and

(c) how the achievement of the objectives will be measured; and

(d) any alternative ways of achieving the objectives, and why the alternative ways were not adopted; and

(e) the proposed terms of the contract for the goods or services; and

(f) a risk analysis of the market from which the goods or services are to be obtained.

Stephen Fynes-Clinton’s Commentary on the Local Government Regulation states, relevantly,the following in relation to s 230:

Effectively, this section allows Councils to use the Part 2 “strategic” contracting model for particular purchases where departure from the ordinary tender or quotation process can be justified based upon market considerations or considerations relevant to the particular supply relationship. The exemption can only be invoked by Council resolution.

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The Explanatory Notes for the corresponding 1993 Act provision indicated that it was intended to be used for “one-off” and significant purchases, but this section contains no requirement that the purchase be “significant” or otherwise non-recurrent. Moreover, there is no express requirement that the contract be made wholly or substantially in accordance with the plan adopted, though this is logically implied. In any event, it is a potentially very broad exception.

The considerations relevant to the proposed TCP are included in the attached confidential report from the Business Accounting and Asset Manager dated 1 August 2018 (Confidential Report).

CONCLUSION:

To minimise the impact of maintenance and construction operations within Council for the disposal of spoil, to allow time for the void to be filled and for the reasons set out in the confidential Background Report, it is recommended Council resolve to adopt a tender consideration plan to allow it to enter into a contract with the existing supplier of the Site and Fill Management Services.

CONFIDENTIAL BACKGROUND PAPERS:

Name of Attachment Attachment

Confidential Attachment A – 13-14-327 Tender Consideration Plan Attachment A

Confidential Attachment B – Background ReportAttachment B

RECOMMENDATION:

A. That Council resolve to prepare a Tender Consideration Plan to enter into a contract with the existing supplier of tender 13-14-327 Site and Fill Management Services in accordance with section 230(1)(a) of the Local Government Regulation 2012.

B. That Council resolve to adopt the Tender Consideration Plan to enter into a contract with existing supplier of tender 13-14-327 Site and Fill Management Services set out in Confidential Attachment A to the report by the Business Accounting and Asset Manager dated 1 August 2018 in accordance with section 230(1)(b) of the LocalGovernment Regulation 2012.

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C. That Council resolve to enter into a contract with the existing supplier of tender 13-14-327 Site and Fill Management Services on similar terms and conditions as the expired contract and as described in the confidential reports of the Business Accounting and Asset Manager dated 1 August 2018.

D. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the contract to be executed by Council and to do any other act necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

E. That Council adopt the recommendations contained in Confidential Attachment Bto the report by the Business Accounting and Asset Manager dated 1 August 2018.

Shane GillettBUSINES ACCOUNTING AND ASSET MANAGER

I concur with the recommendation/s contained in this report

Bryce HinesCHIEF OPERATING OFFICER (WORKS, PARKS AND RECREATION)

vicki lukritz 3810 6221 - city of ipswich · vicki lukritz 3810 6221 9 august 2018 sir/madam notice...

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