2016-04-26 General Committee Agenda

GENERAL COMMITTEE MEETING AGENDA                                                    26 APRIL 2016


   The average duration of time lost due to injury is very high compared to other like Councils.
     It was slightly lower than the equivalent time last year but is significantly above like sized
     Councils. This is reflective of an older workforce where injuries can sometimes take longer
     to recover.
   Our WH&S scheme rate is increasing but is still lower than other Councils in category D
     (similar Councils to Noosa Council). The best performing Council in that category has a
     scheme rate of 0.905% while the worst is 2.083%. Our scheme rate increased from
     1.242% in to 1.366% (as a percentage of total wages). Based on our current performance,
     it is likely to increase again next year.
   Personal leave taken is continuing to be monitored closely and has shown significant
     improvement over the last 12 months. It has, however, spiked up in the last 2 months and
     will be monitored closely in coming months. We normally see an increase during winter
     months but February was abnormally high.
   We measure annual leave by focusing on “Accrued Annual Leave Weeks (median)” but we
     also monitor the number of staff who have excess (over 8 weeks) annual leave weeks
     accumulated. We have made a concerted effort to reduce the number of staff with over 8
     weeks annual leave. There are 23 staff with more than 8 weeks of annual leave (down
     from 31 in September and 25 in January) reflecting some work areas where there has been
     high workloads over the last 2 years.
   Our staff turnover rate remains very low compared to other Councils.

Our Customers
   The total number of customer requests received by Council remains on a slight upward
     trend in the long term with slightly more customer requests per month in February than at
     the corresponding time last year. In fact, the number of requests in February was the
     highest we have seen in nearly 2 years.
   The level of sign off of completed CRMs (customer request management system) is
     improving. More work has been done at the management level in “drilling down” within the
     overall statistics to ensure that completed request are “signed off”. In many instances,
     tasks are being completed but not signed off in the system. The level of customer
     complaints remains relatively low.
   The average wait time for our customers when phoning Council continues to improve over
     time and our month to month performance is better than last year. This quarter included a
     rates period which always leads to extra enquiries. Our frontline customer service staff
     continue to provide an excellent “front face” to our community.
   Customer indicators for processing times for various types of development applications
     have remained relatively constant over the 3 month period. The most problematical
     applications (MCUs) continue to take the most time.
   The average time to process plumbing applications has risen over the last 12 months but is
     still significantly better than the statutory deadlines. This rise reflects the additional work
     undertaken by the plumbers to service Council facilities such as public toilets and beach
     showers.

Our Finances
   Our financial KPIs measure solvency, investment performance and outstanding rates. All
     of these KPIs continue to be on track.
   Council receives a financial performance report at the end of each month which provides a
     more detailed analysis of Council’s financial position. Council receives a detailed report on
     capital works progress every 3 months.

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