2019-08-15 Ordinary Meeting Agenda

ORDINARY MEETING AGENDA                                                           15 AUGUST 2019


Other Initiatives to enable Council to achieve its goal for this theme
 The corporate Council website has started the transition to a new content management system.
   Community Engagement has collaborated with the LGAQ to finalise a new-look for the website.
 Council has increased its presence on and use of social media platforms, to improve
   communication and engagement with the wider community. A more targetted approach to social
   media engagement on Facebook and Linkedin has been taken. Facebook followers have
   increased by 18% to 8,923. Linkedin followers have grown by 55% to 2,022.
 The transformation of our Workplace Health and Safety performance has continued. Our most
   recent internal audit of our WH&S Systems and achieved a score of 80% (up from 19% five years
   ago). We have transitioned from one of the worst performing local governments of our size to
   one of the best performing local governments of our size.
 Although our end of year financial statements have not yet been finalised, it is clear that we have
   had another successful financial year. Revenues were above budget and expenses were below
   budget. This will be reported to Council separately in due course.
 Council has successfully achieved another unmodified audit from the Queensland Audit Office
   with the 2017/18 financial statements being signed off by the QAO in late 2018.
 The Audit and Risk Committee has continued to add value to our compliance and performance
   for governance and finance. This has included an oversight of our strategic risks, review of key
   governance and financial policies, review of organisational KPIs, development of Business
   Continuity Planning etc. Our two external members of the Audit and Risk Committee in particular
   have added significantly to our overall governance practices. Although not high profile, this
   Committee plays an important role in making sure that Council “dots
   the i’s and crosses the t’s” both in governance and in the
   management of risk. Council’s Internal Audit Program included
   internal audits on:
   o Overtime;
   o Business Continuity Plans; and
   o Risk Management strategies.
 Our enterprise risk management has been further developed with
   risk management practices being further embedded into Council
   operations. Our comprehensive Business Continuity Plans are now
   complete and have been tested successfully early in 2019 and also
   been the subject of an internal audit review which found that the
   BCP Plans were excellent.
 Over the last 12 months we have implemented several projects that
   contribute to the culture and performance of Council. These include:
   o Domestic and Family Violence awareness training supported by a DFV strategy to support
       staff who are victims.
   o Drug and Alcohol testing in the workplace to improve worker safety as well as helping those
       staff who may have an issue with their use of drugs or alcohol.
   o Noosa Region school partnerships where Council provides in school workshops for job
       interviews and job readiness.
   o Under 30’s employee engagement program which aims to reduce turnover of young
       employees and provide professional development and career guidance.
 We undertook ICT network switch infrastructure replacement providing greater network security
   which improved our ability to monitor network system faults more easily.
 We undertook significant training and development for our middle managers with programs
   focused on team leaders and supervisors. We also undertook leadership development for our
   Leadership Group (our top 25 leaders).




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