8. DEPARTMENTAL VIEW INFRASTRUCTURE …...#3129458V1 Infrastructure Services Page 3 of 44 2....

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8. DEPARTMENTAL VIEW INFRASTRUCTURE SERVICES Mission: By being business focused, innovative and consultative, provide community infrastructure and services (transport,

drainage, parks, foreshores) to a level of excellence that significantly contributes to Cairns becoming a thriving and inspirational region by balancing economic development, environmental management and social well-being.

Officer Responsible: General Manager Infrastructure Services. Staffing Level (FTE) 515

Financial Summary 11/12 Budget Revenue 153,433,689 Expenses 224,499,987

Outputs/services Title Description Customer(s) Corporate

Objective/Notes Result Measures

6.2 Departmental Budget performance

1. Performance review of managers work

Review of work performed by each branch and the effectiveness of each branch manager; Provision of guidance and support to improve outputs; Includes the review of Departmental performance in the following areas: • Budget management; • Operating initiative management; • Capital works management; • Workplace Health and Safety

performance; • Customer management.

Infrastructure Services Branch Managers

6.5 Customer Request Management (CRM) Departmental performance




2. Ensure leadership development is an ongoing priority within the dept.

Encourage and promote leadership development across the department

Departmental staff 6.4

3. Oversee implementation of Departmental aspects of the Connecting Project.

Provision of effective support to enable all Departmental staff to meet the performance expectation of their customers

Departmental staff 6.7

4. Oversee implementation of Departmental aspects of the Employee Opinion Survey.

Facilitate processes that engage and empower staff to make improvements to their work areas and the organisation

Departmental Staff 6.4

5 Financial Sustainability Ensure the long term financial sustainability of Council in line with DIP indicators

Community State

6.2, 6.7

6. Public consultation and external & internal communication

Public consultation and communication as well as internal communication for all of the Departmental operations.

Residents Councillors Staff

6.5

Performance Measurement Result Measures (Title) Result Measure

(Description) Result Targets Source of Data Reporting Frequency

Expenditure for the Department in the range of 0% to 5% under budget

1. Departmental Budget performance

Provision of services within resourcing allowed

Revenue for the Department no more than 5% under budget

Financials Monthly


2. Customer Request

Management (CRM) Departmental performance

Monitoring of the number of requests (requiring a response from the Department) that are overdue (in relation to the timeframe assigned by CRM for their resolution).

Customer Request Management

Monthly

BRANCH INFRASTRUCTURE SERVICES MANAGEMENT AND SUPPORT Mission: To enable the Departmental Managers and staff to provide best value services to all their customers. Officer Responsible: General Manager Infrastructure Services. Staffing Level (FTE) 7

Financial Summary 11/12 Budget

Revenue 102,528 Expenses 1,014,762


BRANCH BUSINESS SUPPORT Mission: Working together to deliver a tailored Business Support solution aligned with our client’s goals and expectations. Officer Responsible: Manager Business Support. Staffing Level (FTE) 45

Operating Initiatives Relevant linkage(s) Completion Date 1. Monitoring of all wildly important goals (WIGS) and show improvement in all areas

by June 2012. 4.3, 6.2 Jun 2012


Revenue 626,072 Expenses 1,424,285




1. Informative accurate and timely Financial support to the Infrastructure Services Department

Supporting the Departments ability to achieve compliance with Corporate financial goals by assisting staff in understanding financial concepts and delivering financial support regardless of unforseen circumstances

IS Managers, Financial Services.

4.3, 6.2 Improvement in the key performance indicators as agreed with various Customers and measured monthly internally covering such areas as compliance with financial deadlines, developing Departmental staff’s financial awareness and provision of support.

2. Friendly approachable customer focused Depot Administration Support for Infrastructure Services Department

To provide excellence in Customer focussed depot administration support with an emphasis on the prompt processing of Purchase and Work order requests and processing Customer requests in a timely fashion whilst ensuring staff are consistently friendly and approachable.

I.S. Managers 4.3, 6.2 Improvement in key performance indicators from the previous month such as phone answering etiquette, the prompt processing of purchase and work order requests and Customer requests.


3. To provide professional and friendly administrative support by improving communication both within the Team and with our Clients to meet the agreed deadlines as required by our Customers.

To be approachable and friendly at all times and gain an understanding of our Clients requirements and deliver support in a fashion which satisfies these requirements by working together in a supportive fashion.

I.S. Managers 6.2 Continuous improvement in key performance indicators covering such areas as; Customer satisfaction, team building, approachability, clarity of deliverables.

Courier Services – Internal Courier Service operating out of Martyn St Depot. Servicing Spence St Offices and Gordonvale and Stratford Depots for transport of internal mail, parcels and timesheets.

6.4 Internal mail is delivered on time and appropriate arrangements are in place to ensure delivery.

4. Logistical Services for Infrastructure Services Department

Provide a stores inventory service supporting service delivery with an emphasis on minimising stock obsolescence and maximising stock turnover.

All Council Managers and Staff

6.3 To provide high quality supply services including the supply of inventory items which have been efficiently procured and ensuring items are available as required.

5. Provision of business planning advise to W&S Branch Managers

Direct advice and assistance from the Manager on business planning, development and operations. Advice on the application of Council policy and relevant Financial / Administrative Local Government Legislation.

I.S Managers 6.2 Each business unit covered by an up to date Business Plan.


6. Asset Accounting & Data Maintenance of Council’s asset register

(incl. relevant policies & guidelines) and provision of strategic asset accounting advice to assist the Asset Management function of Council.

Financial Services Branch, Management Branch, Water & Waste, Infrastructure Management and other Asset Owner Branches,

4.4, 6.2 Achievement and/or improvement of key Performance Indicators which include an unqualified Audit opinion, capitalisation of Work In progress in a timely manner, better use of Reporting tools and a decrease in asset related issues in the Audit Management letter.



Financial Support 1. Improvement/achievement

in the key performance indicators as agreed with various Customers.

Monthly reporting such areas as compliance with corporate financial deadlines, developing Departmental staff’s financial awareness and provision of support.

Various lead and lag indicators which are aggregated to give a simple final pass or fail score.

Corporate system or internally collected data.

Monthly

Depot Administration Support 2. Improvement/achievement

in key performance indicators as agreed with Customers.

Monthly monitoring of phone answering etiquette, the prompt processing of purchase and work order requests as well as Customer requests



Monthly

Administration Support 3. Improvement/achievement

in key performance Monthly monitoring of such areas as; Customer

Various lead and lag indicators which are

Corporate system or internally collected Monthly


indicators as agreed with Customers.

satisfaction, team building, approachability, clarity of deliverables.

aggregated to give a simple final pass or fail score.

data.

Logistical Support 4. To provide high quality

supply services including the supply of inventory items which have been efficiently procured and ensuring items are available as required.

Team Leader logistical Support to continually review purchasing arrangements to ensure that best value for money is obtained.

Bulk purchasing is carried out whenever possible to obtain best value and stock turnover and obsolescence rates are monitored and maintained within targets.

Average prices of stock compared to purchasing same items on a small scale. Stock Turnover ratio, Percentage of obsolescence.

Quarterly

Provision of Business Advice 5. Each business unit covered

by an up to date Business Plan

Continually liaise with Business Managers and gain an intimate knowledge of Business requirements and through the provision of expert advice construct a Business Plan.

Ongoing discussions resulting a better understanding of the Business and provision of advice on a regular basis.


Annually

Asset Accounting 6. Improvement/achievement in

key performance indicators as agreed with Customers.

Performance Indicators which include an unqualified Audit opinion, capitalisation of Work In progress in a timely manner, better use of Reporting tools and a decrease in asset related issues in the Audit Management letter.



Monthly


BRANCH PROJECT SERVICES Mission: Together, we deliver quality projects on cost and on time. Officer Responsible: Manager Project Services. Staffing Level (FTE) 12


Operating Initiatives Relevant linkage(s) Completion Date 1. Consolidate the use of the formal project management framework within Project

Services. Corporate Plan 6.1, 6.2 W&S Risk Register – WS007 / 020 / IM Project Services Self Assessment 12.3, 12.2, 6.2

Jun 2012

2. Assist internal Council asset owners to accelerate the preconstruction of capital works projects to allow completion of a substantial portion of project designs the year before they are constructed. “Plans in the drawer the year before”

Corporate Plan 6.4 W&S Risk Register - WS004 / 009 / IM / PF Project Services Self Assessment 2.2

Jun 2012

3. Conduct a team based business planning exercise for future branch improvements. Corporate Plan 6.4, 6.7 Jun 2012 Outputs/Services Title Description Customer(s) Corporate


1. Profit from Business Unit Activity

Generation of a positive EBIT result for year from Type 3 business unit operations

Internal and external customers 6.7 Branch profit result


2. Capital Works Projects Completed infrastructure projects

delivered in accordance with Council's Capital Works Program

Council asset managers from: - Infrastructure Services

Department; - City Development

Department; and - Corporate Services

Department - Community & Cultural

Services

2.2, 2.3, 3.2, 4.3, 4.6

Customer Capital Works / project completion Project Management Costs

3. FNQ Regional Organisation of Council's (FNQROC) Development Manual

The Development Manual aims to achieve the following objectives: • to provide a comprehensive,

practical and authoritative guide through the development approval process from inception to completion for Developers, Consultants, Contractors and Council Officers.

• to provide consistency in the requirements of the participating Council’s for development within Far North Queensland.

It is the intention of the Development Manual to set out procedures and requirements that are consistent with the Integrated Planning Act 1997 and its supporting legislation, and represent ‘best practice’ in accordance with accepted current state and national standards for design and construction.

Infrastructure Management Branch, City Assessment Branch

2.2, 3.1, 4.1, 4.3, 4.6

Timeliness of review of the FNQ ROC Development Manual




1. Branch profit result Profit earned annually as reflected in the annual profit and loss statement

Minimum profit of 2% (EBIT)

Oracle financials Annually

2. Customer Capital Works / project completion

Track progressive spending of capital budget to ensure expenditure is on track

90% of projects completed 95% of projects completed are delivered within 5% of budget

Oracle financials Client survey

Annually

3. Timeliness of review of the FNQ ROC Development Manual

Project Services Manager to assess whether or not the annual review of the Manual has been completed and the Manual updated by June each year.

Manual updated by June each year

Branch records Annual (by 30 June)

4. Customer Survey Customer satisfaction is measured by using a customer survey to gauge branch performance over a number of criteria, including: communication; timeliness; technical knowledge; professionalism and delivery effectiveness.

● General improvement in annual results.

● All score categories to be maintained at least at "Satisfactory".

Client survey Annual (by 30 June)

5. Project Management Costs Project Management costs as a percentage of the total project cost

Projects Services Branch costs equal to or less than 6% of total project cost.

Financial System Quarterly


BRANCH INFRASTRUCTURE MANAGEMENT Mission: To provide efficient and effective Transport, Drainage, Coastal, Estuarine, Local Parks and Natural Resource service

management to the community. Officer Responsible: Manager Infrastructure Management. Staffing Level (FTE) 39


INFRASTRUCTURE MANAGEMENT ADMINISTRATION

Operating Initiatives Relevant linkage(s) Completion Date 1. Review of Trunk Infrastructure Plans Corporate Plan 3.1,3.2 Jun 2012 2. Refine Asset Management Plans to satisfy new legislative requirements Corporate Plan 4.4 Jun 2012




1. Strategic Infrastructure Planning

Service delivery and strategic infrastructure planning (incl relevant policies & guidelines) for ; • Transport • Drainage • Coastal & Estuarine • Local Parks • Natural Resources Performance setting and review of service levels (incl relevant policies and guidelines) according to annual operating and capital budgets and strategic plans.

Community – residents, ratepayers and development industry City Assessment and Planning Strategies Branches Councillors State and Federal agencies/departments

4.3, 4.4, 4.6

2. Asset Management Asset management advice and development and administration of asset maintenance programs for:

• Transport • Drainage; • Coastal and Estuarine • Local Parks • Buildings

Asset Owners / Asset Managers

4.3, 4.4, 4.6


3. Capital Works Program

Management Development, review and update of the 5 Year Capital Works Program and Annual Capital Works Program Implementation & monitoring of the Annual capital works program

Councillors & Council Branches (except Water and Waste)

3.1, 3.2, 4.4, 6.3

Completion of Annual Capital Works Program

4. Customer Response & Investigations

Investigations and responses to enquires in relation to Transport, Drainage, Parks & Coastal and Estuarine services and associated infrastructure. Monitoring of service performance and feedback and input into service planning and asset maintenance.

Community & businesses Councillors Agencies & Departments

6.5, 6.4

5. Natural Resource Management

Management and restoration of Council’s Natural areas

Council Local Groups Community Groups Land Owner Government Agencies

1.2



Completion of Annual Capital Works Program

Review (cost, time) of Annual Capital Works Program for Infrastructure Services

90% of budgeted expenditure on Annual Capital Works Program committed by June.

Financial reports and Branch reports

Monthly


ACTIVITY TRANSPORT Operating Initiatives Relevant linkage(s) Completion Date 1. Review Transport Strategy and Asset Management Plan Corporate Plan 4.3 Jun 2012



Maintain Road infrastructure

Serviceable, safe and functional road infrastructure provided and maintained by the application of systematic programs for refurbishment/ renewal/ construction, maintenance and operations

Community – residents, ratepayers, business, commercial, industry, tourism education Councillors

4.4 Sustainability Index for Roads infrastructure

Monitor and provide a safe road network

Monitor and review safety of local roads

Community Councillors

4.3 Accident counts



Sustainability Index for Roads Infrastructure

Renewal/upgrade expenditure calculated as a percentage of depreciation

> 80% per annum over 5 year period

Capital Works Budget Annually

Accident counts Number of accidents recorded in Department of Transport & Main Road “webcrash” database

Minimise accidents on Council roads

Webcrash Database Annually


ACTIVITY DRAINAGE & COASTAL Operating Initiatives Relevant linkage(s) Completion Date 1. Develop a Drainage Management Plan for a critical catchment Corporate Plan 1.6, 4.6 Jun 2012



1. Maintain Drainage Infrastructure

Council’s drainage infrastructure, efficiently and effectively maintained and refurbished/renewed/constructed, with a drainage network regularly inspected to ensure operation at design capacity.

Community – residents, ratepayers, business, commercial, industry, tourism education Councillors

1.6, 3.5, 4.4, 4.6 Sustainability Index for drainage infrastructure

2. Flood Mitigation Provide a suitable level of flood immunity.

Community – residents, ratepayers, business, commercial, industry, tourism education Councillors Cairns Port Authority

1.6, 3.5, 4.4, 4.5, 4.6 Number of reported incidents of significant flooding.

3. Coastal & Estuarine Management

Serviceable and safe Coastal and estuarine infrastructure maintained with the application of systematic programs for refurbishment /renewal /maintenance, operation, inspection and construction with specific attention to the following: • Vegetation control; • Jetty and Marine Structure

maintenance and rehabilitation; • Canal Dredging.

Community – Residents, Business, Industry, Commercial, Tourism, Education Councillors

1.1, 2.2, 2.3, 4.4 Canals dredged to allow navigation by vessels




Sustainability Index for drainage infrastructure

Renewal / upgrade expenditure calculated as a percentage of depreciation



Incidents of significant flooding Number of reported incidents on inundation to habitable floor levels due to flooding/drainage

Within control limits (control limits to be calculated)

Residents response system

Annually

Canals dredged to allow navigation by vessels

Tolerance levels for canal depth to be met

Tolerance levels as required for individual canals

Canal dredging specifications & performance reports

Annually

ACTIVITY LOCAL PARKS Operating Initiatives Relevant linkage(s) Completion Date 1. Develop Local Parks Strategy Corporate Plan 3.2, 3.6 Jun 2012 2. Refine Asset Management Plan Corporate Plan 3.2, 3.6 Jun 2012




1. Local Parks management Serviceable and safe local parks infrastructure maintained with the application of systematic programs for refurbishment/renewal/construction and maintenance and inspection with specific attention to seasonally based programmed maintenance for: • Parks vegetation control; • Parks tree maintenance; • Parks equipment/facility

maintenance; • Public toilets

Community – Residents, Business, Industry, Commercial, Tourism, Education Councillors

1.1, 2.2, 2.3, 4.4 Sustainability Index for local parks infrastructure renewal



Sustainability Index for Local Parks Infrastructure

Renewal/upgrade expenditure calculated as a percentage of depreciation



ACTIVITY NATURAL RESOURCE MANAGEMENT

Operating Initiatives Relevant linkage(s) Completion Date 1. Increase awareness and build capacity of landowners to effectively manage their

land of pest plants and animals Corporate plan 1.9 Jun 2012




1.1, 1.2 1. Natural Resource Management

Management of the restoration of Council natural areas and provision of support for and building the capacity of community revegetation projects

Council Community groups Local schools

1.2, 1.7 Number of plants propagated and trees provided for community groups

2. Pest Plant & Animal Management

Management of declared pest plants and animals on land and in waterways throughout the Local Government area through the application of Land Protection Act

Council Landowners Government agencies Community Contractors

1.3, 1.9 Ratio of resident responses completed to open responses for the wild/feral pest animals program area

3. Fire Management Protection of our scenic hill-slopes by providing a process that guides planning, implementing, monitoring/evaluating and reporting of all fire management activities.

Community Landowners Government agencies

1.1, 1.2, 3.5, 4.5 Completion rate for hazard reduction program




1. Ratio of resident responses completed to open responses for the wild/feral pest animals program area.

Compare number of overdue CRM entries to the open entries and calculate ratio.

No more than 10% of open customer requests to be overdue for each category

CRM reports Monthly

2. Number of plants propagated and trees provided for community groups

Adequate quantity and diversity of plants propagated to allow annual programs to undertake revegetation projects

Propagation rates within 3% of target

Nursery records Monthly

3. Completion rate for hazard reduction program

Hazard reduction program delivered on time, based on prioritised areas

Full program delivered Monthly report Annually

ACTIVITY DAINTREE FERRY OPERATIONS Outputs/services Title Description Customer(s) Corporate


1. Management of the Daintree Ferry operation

Ferry service that provides required level of service

Community Tourist Operators Local residents Councillors

Corporate Plan Goal 4 – Delivering Services and Infrastructure

Daintree Ferry kept operational to service public




Daintree ferry kept operational to service public

Daintree Ferry down time to be kept to a minimum

98% operational over 12 months

Council records Quarterly


BRANCH TECHNICAL SUPPORT SERVICES Mission: To provide enthusiastic, professional and good value services to our customers. Officer Responsible: Manager Technical Support Services. Staffing Level (FTE) 44


ACTIVITY TECHNICAL SUPPORT – GENERAL ADMINISTRATION Operating Initiatives Relevant linkage(s) Completion Date 1. Implement Corporate Service Quality requirements for TSS and its customers Jun 2012



1. Profit from activity of Type 3 business units

Generation of a positive EBIT result for the year in each of the Branch Type 3 Business Units

Internal and external customers

6.7 Individual Profit results for Business Units

2. Customer Management (Communication and Advocacy)

Management of customer expectations and requirements at a strategic level.

External Agencies, Council and other Council Branches.

6.6 Customer perception of the Technical Support Services Branch.




1. Individual profit results for Type 3 Business Units.

Annual profit from profit and loss statements.

Minimum profit of 2% (EBIT)

Financials Annual

2. Customer perception of the Technical Support Services Branch.

Measure the improvement in internal and external relationships due to effective two way communication – TSS Team Briefs and Customer meetings (Formal and Informal); use of shared information and knowledge transfer to build relationships.

Improved Customer Feedback

Minutes of meetings and formal, informal communications / feedback

Annual

ACTIVITY FACILITIES MAINTENANCE Operating Initiatives Relevant linkage(s) Completion Date 1. Transition of management of Councils’ Statutory Compliance Testing to Corporate

WH&S (2 year transition period) 4.4 Jun 2012

2. Develop a corporate systems based maintenance management hierarchal structure.

4.4 Jun 2012



1. Profit from Type 3 Business Unit activity

Generate a positive profit result (EBIT for the year.


6.7 Unit’s profit result




2. Building Services Professional and practical maintenance of Council’s building assets including the following services:

• Building Access • Carpentry • Pest Control • Painting • Fire & Safety

Cairns Regional Council 4.4

3. Electrical Services Professional and practical maintenance of Council facilities including the following services:

• Compliance testing • Communication & data • BOM/CRC Flood alert stations • Closed circuit television

systems (CCTV) • Emergency power • General power & lighting


Response to Life Threatening Work Requests Response to Operationally Critical Works Requests Response to Operationally Non-Critical Work Requests Response to Routine Works Requests


4. Mechanical Services Professional and practical maintenance

of Council facilities including the following services:

• Access control • BMS & controls • HVAC • Mechanical switchboards • Mechanical plant • Refrigeration


5. Internal Consultancy Services

Management of minor capital and operational project works; consulting with internal service providers and clients on building works; recommendations for capital and operational improvement works to asset owners; scheduled maintenance works and programs.




1. Response to Life Threatening Works Requests

Immediate action to prevent injury

100% of jobs received actioned / made safe within 60 minutes

Facilities Maintenance Records

Monthly

2. Response to Operationally Critical Work Requests

Works are completed in a timely and cost effective manner in accordance with the QLD building code and electrical safety requirements.

75% of requests received completed within 48 hours.


Monthly




3. Response to Operationally Non-Critical Work Requests


80% of requests received completed within 2 weeks.


Monthly

4. Response to routine Work Requests


80% of requests completed within 1 month.


Monthly

5. Unit profit result Annual profit from profit and loss statement

Minimum profit margin of 2% (EBIT)


Annual

ACTIVITY DESIGN SERVICES Operating Initiatives Relevant linkage(s) Completion Date 1. Enhance design capabilities to assist in strategic planning requirements of

Infrastructure Services / Planning and Environment (eg. TNP,PIP, Munsys, Cairns Plan, Master planning and strategies)

6.7 Jun 2012

2. Expand 3d capabilities of Design Services to support and enhance current standard delivery methodology.

Jun 2012




1. Civil infrastructure and Urban / Landscape designs

Modern and innovative designs of Civil Infrastructure completed to customer requirements

Infrastructure Services DTMR

2. Civil (as constructed) and Landscape (design) reviews of sub division developments.

Detailed sub division review in accordance with FNQROC standards of

- as constructed civil sub-divisions - landscape designs of sub-divisions

Planning and Development

3. Traffic counts Traffic Counts are undertaken to provide information to Council’s transportation engineers and planners

Infrastructure Management Project Services

4. Stormwater drainage searches

Service searches are undertaken to enable external entities to undertake civil infrastructure designs

External entities involved in civil design infrastructure

3.1, 4.1, 4.3, 4.4, 6.6 Number of design projects completed


Generate a positive profit result (EBIT for the year.





1. Number of design projects completed.

The undertaking of quality, timely and good value designs; within quoted price and timeframe.

Number of design projects completed compared to number of design commissions received.

Design Unit Records Quarterly

2. Unit’s profit result Calculate annual profit by determining the difference between annual expenditure and revenue


Oracle Financials Annually


ACTIVITY SURVEY SERVICES

Operating Initiatives Relevant linkage(s) Completion Date 1. Continue development of Exponare Enquiry 3.5 layer for completed surveys 6.3 Jun 2012 2. Improve / enhance survey data presentation within 12D & imaging total station 6.3 Jun 2012 3. Continue development of GPS / GNSS applications to assist Survey Services delivery

6.3 Jun 2012



1. Engineering Surveys for Civil Infrastructure design

Accurate and timely engineering surveys undertaken to customer requirements

Infrastructure Management Project Services Design Unit

2. Construction set out surveys Delivery of construction setout surveys in accordance with client’s construction plans

Cairns Works Water and Waste

3.2, 4.4 Number of projects completed

3. As-constructed surveys Delivery of as-constructed surveys in accordance with client’s construction plans.

Infrastructure Management Cairns Works


Generate a positive profit result (EBIT) for the year.





1. Number of projects completed

Number of engineering survey projects completed and in progress compared to number of commissions received

Survey Unit records Quarterly




2. Unit’s profit result Calculate annual profit by determining the difference between annual expenditure and revenue

Minimum profit margin 2% (EBIT)

Oracle financials Annually

ACTIVITY SYSTEM SUPPORT SERVICES Operating Initiatives Relevant linkage(s) Completion Date 1. Continue and improve implementation of ‘MAPS’ compliance system 6.4 Jun 2012 2. Undertake a EMS Gap Analysis for Cairns Works Jun 2012



1. Safety, Quality and Environmental (SQE) technical advice on WS planning, construction and maintenance activities.

• Review of SQE management plans for construction.

Infrastructure Management, Fleet, Project Services, Technical Support Services, Cairns Works

3.1, 4.4

2. SQE systems and processes monitoring for QWS planning, construction and maintenance activities.

• Provision of technical advice for the maintenance of Cairns Works QA certification.

• Audit of the completion of inspection and test plans.

Cairns Works Corporate Safety Unit

3.1, 6.2 Percentage of SQE audits completed in accordance with annual schedule.




3. Legislative / Standard / Code advice and compliance

• Provision of advice on new legislation and changes and amendments to existing legislation.

• Obtaining environmental approvals for construction and maintenance activities.

• Facilitation of Riskwatch Meetings and compilation of incident reporting statistics in accordance with legislative requirements.

Infrastructure Services Corporate Safety Unit

3.1, 6.5, 1.9 Percentage of environmental approvals obtained, notifications approved and reporting submitted for compliance.



1. Percentage of SQE audits completed in accordance with annual schedule.

Internal & external audits of Infrastructure Services systems (QA cert., SafePlan, safety / contract / environment due diligence) will be scheduled and reviewed quarterly. This will be the audits completed versus the number scheduled.

90% of audits completed to schedule.

Systems Support Unit records including emails, meeting actions, memos and WIN’s

Monthly

2. Percentage of environmental approvals obtained, notifications approved and reporting submitted for compliance.

This measure will be a percentage of approvals / notifications / reports in place for the activities audited from the scheduled SQE audits and regular monthly statists.

90% compliance to approval and reporting requirements.

Systems Support Unit records including WIN’s.

Monthly


ACTIVITY DISASTER MANAGEMENT Operating Initiatives Relevant linkage(s) Completion Date 1. Implementation of dedicated Disaster Management Community Education Strategy 4.5,3.5 Jun 2012 2. Implementation of SES Capital Works Program 4.5 Jun 2012 3. Develop Evacuation Centre Management Training and Coordination Procedures 4.5 Jun 2012 4. Improve Disaster Management Exponare GIS Workspace 4.5, 3.5 Jun 2012



1. Disaster Management Plans Management of Council’s Disaster Management planning incorporating preparation, response recovery and mitigation considerations.

Council Cairns Community Emergency Management Qld DDMG member agencies LDMGCR Member agencies

3.5, 4.5 Annual update of Local Disaster Management Plan and procedures.

3.5, 4.5 Number of Local Disaster Management Group Cairns Region (LDMGCR) meetings and sub-committee meetings convened.

2. Compliance with Disaster Management Act 2003 (QLD) requirements for the establishment of disaster management positions and meetings.

Appointment and training of Disaster Management Executive Officer and Operations Officer. Facilitation of Local Disaster Management Group Meetings and attendance at District Disaster Management Group Meetings (DDMG).

Council Cairns Community Emergency Management QLD DDMG member agencies LDMGCR Member agencies Number of District

Disaster Management Group meetings (DDGM) attended.




3. Management of Council / SES relationship.

Provision of adequate facilities and equipment for the SES groups in Cairns Region and liaison with SES in times of disaster.

State Emergency Services (SES). Council Cairns Community Emergency Management QLD

4.5, 6.6

4. Community Education Increased Community resilience through community education campaign including: Printed media, website, radio, television and public information sessions (schools and community). Eg: printed brochures / emergency action guides; multi-lingual brochures – 7 languages; website information; press – radio and television announcements; storm surge mapping online.

Cairns Community 2.1, 6.5 Coordinate and implement Community Education Campaign

5. Administration of Disaster Management Claims and Grants

Provision of administration and support to process funding claims and grants.

Cairns Regional council 4.5, 6.3, 6.5 Reimbursement of NDRRA expenditure. Timely milestone reports and acquittals.

6. Manage Council’s Local Disaster Coordination Centre Response

Maintenance of effective Local Disaster Coordination ability Regular exercising (Local Disaster Coordination Centre members and LDMGCR agencies)

LDMGCR member agencies Council staff Welfare agencies

4.5, 6.6 Annual recruitment and exercising of Disaster Coordination Centre staff




1. Annual update of Local Disaster Management plans and procedures

Coordinate the annual review/update of Local Disaster Management Plan and procedures

Update LDMGCR membership Evacuation and recovery register Evacuation Centre register Review Local Plan

Disaster management Unit records

Annually

2. Number of Local Disaster Management Group (LDMGCR) meeting convened.

Facilitate LDMG-CR meetings including production of agendas and minutes

Coordinate a minimum of eight (8) LDMGCR meetings per annum.

Disaster Management Unit records

Quarterly

3. Number of District Disaster Management Group (DDMG) meetings attended.

Attendance at DDMG meetings Attend a minimum of four (4) DDMG meetings per annum.

Disaster Management Unit records

Quarterly

4. Coordinate Annual Community Education campaign

Community Education sessions prepared and presented to groups interested in updating their knowledge of Council’s Disaster Management planning. Printed media, website, radio, television and public information sessions (schools and community)

A minimum of six (6) Community Education sessions presented per annum. Website update Production of annual brochures

Disaster Management Unit records.

Annually

5. Reimbursement of NDRRA expenditure.

Timely milestone reports and acquittals.

Percentage (%) of NDRRA expenditure versus claimed amount

Minimum of monthly claims less expenditure rates are exceeding $100K a month, in which case more frequently.

Matman Works Orders and Projects.

Quarterly

6. Annual recruitment and exercising of Disaster Coordination Centre (DCC) staff

Maintain effective Local Disaster Coordination ability

Conduct Annual DCC recruitment and exercise – including feedback

Disaster Management Unit records.

Annually


BRANCH CAIRNS WORKS (COMMERCIAL BUSINESS UNIT – ANNUAL PERFORMANCE PLAN) Mission: To be the supplier of choice through provision of best practice services to Council and external clients.

Best practice relates to an Environmentally compliant, Socially acceptable, Culturally aware and Economically sustainable service that is on time, to specified quality and within estimated cost. Services delivered included construction of municipal civil engineering projects, programmed and reactive maintenance activities and operational tasks on Cairns Regional Council transport, drainage and parks assets in accordance with agreed levels of service. Externally won work will be undertaken when and where there is an overall benefit for CRC and the community.

Officer Responsible: Manager Cairns Works. Staffing Level (FTE) 303


BRANCH CAIRNS WORKS MANAGEMENT Operating Initiatives Relevant linkage(s) Completion Date 1. Training & Personal Development – review and ensure that supervisory staffs

have, where possible, a nominated successor and required training has been carried out or planned.

6.4 Jun 2012



1. Profit from business unit activity

A positive EBIT result for the year from Type 2 business unit operations.


6.7 Branch Profit Result (Profit and Loss Statement)




2. Program management Overseeing the delivery of programs including capital works projects and maintenance programs

Project Services and Infrastructure Management

3.3, 4.4

3. Quality Assurance Certification

QA Certification to ISO 9001 of Branch work practices

DMR and other external agencies and clients

6.6, 6.7 Retention of QA Certification



1. Branch Profit Result Annual profit from profit and loss statement.


Financials Annual

2. Retention of QA Certification Note the result of the annual internal audit of the QA system

Total compliance with requirements for certification

Branch Records Annual

BRANCH CAIRNS WORKS CONSTRUCTION Mission: To safely construct civil engineering projects for Cairns Regional Council and external clients that are on time, within

budget and to specification. Officer Responsible: Construction and Commercial Works Manager. Staffing Level (FTE) 47



Operating Initiatives Relevant linkage(s) Completion Date 1. Project Management – Continue to improve the process of issuing all variations to

project scopes 6.2 & 6.3 Dec 2011

2. Continuous improvement in delivery of Construction Services by reviewing the usage of internal and external providers.

6.2 & 6.3 Jun 2012



1. Cairns Regional Council Capital Project Construction

• Major Projects - Construction of various capital funded projects, including asset rehabilitation and renewal, as well as new work.

• Minor Projects - Construction and project management of Departmental and other minor works that do not require third party project management

Project Services Infrastructure Management

3.2, 4.3, 4.4, 4.6 Financial performance (internal)

2. External Projects Civil construction projects for external parties

External customers including;

- Queensland Department of Main Roads

- Other government - Semi Government

Agencies - Subdivisional and other

infrastructure developers

6.6, 6.7 Financial Performance (external)




1. Financial performance (Internal)

Actual revenue versus budget

Minimum of 2% profit margin

Financials Monthly

2. Financial performance (external)

Actual revenue versus budget

Minimum of 7% profit margin

Financials Monthly

ACTIVITY ROAD MAINTENANCE PERFORMANCE CONTRACT (RMPC) Financial Summary 11/12 Budget Revenue 1,495,415 Expenses 1,410,769

Operating Initiatives Relevant linkage(s) Completion Date 1. Data Collection – Review and implement improvements to the use of RM work

orders being used to collect the costs of works being carried out for DTMR 5.3 & 6.2 Jun 2012



1. Maintenance of road pavements

Patching and general repair, as and when required, of road pavements of roads under the care, control and management of DMR.

Queensland Department of Main Roads

4.3, 4.4 Compliance with contract.

2. Maintenance of road reserves and fittings

Shoulder grading, sign and roadside furniture maintenance, as and when required, of roads, including medians, under the care, control and management of DMR.


4.3, 4.4




3. Amenity maintenance of roadsides and reserves

Grass mowing, slashing and presentation maintenance of roadsides, medians and associated reserve areas, plus relevant horticultural tasks of roads and medians, under the care, control and management of DMR.


4.3, 4.4

4. Advisory role for main roads asset management

Recording and presenting recurring problem issues to highlight areas for specific maintenance or attention.


6.6



1. Compliance with contract Completion of works to specification in accordance with the RMPC contract

All work completed with no WINs recorded

Quality Assurance Documentation

Annually

ACTIVITY CAIRNS WORKS MAINTENANCE Financial Summary 11/12 Budget Revenue 31,293,545 Expenses 30,679,946

Operating Initiatives Relevant linkage(s) Completion Date 1. Customer Service – Review and implement improvements in responding to

customers in an efficient manner by fully utilising the CRM and other systems available to Cairns Works in accordance with Connectivity Program

6.5 Jun 2012

2. Customer Service – Improve the collection and actioning of defects as part of the 6.5 Jun 2012


Operating Initiatives Relevant linkage(s) Completion Date maintenance management system.



1. Road Maintenance Pavement and surfacing repairs and treatments to maintain pavement integrity and safe travel conditions for Council controlled roads.

4.3, 4.4,

2. Roadsides Maintenance Road shoulder and roadside repairs and treatments, (including kerb and channel, footpaths, signage, roadside furniture and traffic related treatments), to maintain pavement integrity and support for safe vehicle, cycle and pedestrian travel conditions for Council controlled roads.

4.3, 4.4

3. Drainage Maintenance Drainage systems kept in a clear and functional condition to minimise environmental damage and overflow / flood conditions.

1.6, 3.5, 4.6

4. Parks & Foreshores Maintenance

Mowing and slashing of parks, reserves, sporting fields and public areas to provide specified standards of amenity and presentation. Jetties and boat ramps maintained in safe and functional condition.

Infrastructure Management

1.6, 1.7, 2.2, 4.6

Maintenance Budget Variance. Number of Identified Defects for proactive maintenance.

5. Horticultural Maintenance Horticultural and high profile gardens landscaping maintenance to provide specified standards of amenity and presentation.

2.1, 2.2, 2.3

6. Amenities Management Streetsweeping, servicing public toilets and litter collection to provide specified standards for infrastructure and amenities hygiene and presentation.

2.1, 2.2, 2.3 Frequency of

(Operational) programmed Maintenance rounds.




1. Maintenance Budget Variance.

Current budget to actual and previous year budget comparisons for: • Transport

Infrastructure, • Kerb and Channel, • Traffic Facilities, • Bridge, • Footpath, and • Transport Facilities

Maintenance; • Underground, • Lined, and • Unlined Drainage; • Parks, and • Foreshore

Infrastructure Maintenance;

• Street Sweeping, and • Cleansing

Expenditure.

Budget to actual comparisons to be within 2%.

Financials for financial comparison indices.

Monthly


2. Number of Identified Defects for proactive maintenance.

Number of defects actioned during month relating to: • Clean concrete

drains, • Concrete path repairs,• Kerb and Channel

repairs, • Playground

equipment maintenance,

• Pothole patching, • Tree & Vegetation

control, • Guardrail/Fence

repairs, • Sign maintenance,

and • Street and Park Litter

Collection. Total number of defects identified and completed over previous 12 months.

Total number and number and type of actioned defects to be monitored.

Business Objects reports (standard and specific) provide non-financial performance information.

Monthly

3. Frequency of (Operational) programmed Maintenance rounds.

Time Cycles for Parks Precinct and Sweeper Programs

Rounds to be not greater than 6 weeks.

Business Objects reports (standard and specific) provide non-financial performance information.

Monthly


BRANCH CAIRNS FLEET

Mission: By providing best value fleet services to our customers we will contribute to the success of Council and it’s teams. Officer Responsible: Manager Cairns Fleet. Staffing Level (FTE) 63


Revenue 30,394,053 Expenses 28,972,635

Operating Initiatives Relevant linkage(s) Completion Date 1. Reduction in the Green House Gas emissions for fleet assets by 5% & produce

fleet sustainability measure. Goal 1.7 Jun 2012

2. Review of fleet asset depreciation and disposal values, market plan disposal of fleet.

Goal 6.3 Dec 2012

3. Review Fleet replacement strategy to determine optimal replacement cycles for all fleet asset categories based on utilisation rates.

Goal 4.4, 6.2 May 2012

4. Fleet long term, short term hire strategy determine optimum fleet mix/combination. Goal 6.3 Jun 2012



1. Branch Management Provide overall management of resources available to Cairns Fleet

All internal customers Goal 6.2 Availability of fleet assets


Generate a positive profit result for the year

All internal customers Goal 6.3

3. Fleet policy and performance criteria

Consistency and fairness in the treatment of fleet asset matters across Council

All internal customers Goal 6.4




4. Fleet Hire Rates Fleet Asset Hire Rates to include full cost recovery, updated annually. The development and implementation of fleet hire rates to recover capital and operational costs throughout economic life for each competitive with external hire rates.

All internal customers Goal 6.2, 4.4, 6.3

5. Fleet Acquisition Plan Establishment and delivery of a replacement and additional fleet asset procurement plan in accordance with agreed replacement criteria

All internal customers Goal 4.4, 6.3 Achievement of Acquisition Plan

6. Fleet Disposal Program Establishment of fleet asset end of life values and delivery of annual fleet disposal program to achieve maximum value from fleet items.

All Internal customers Goal 4.4, 6.3 Achievement of Fleet disposal program

7. Fleet Maintenance and Compliance

Fleet Assets maintained in accordance with manufacturers requirements and Council Policy. All Fleet comply with legal and legislation requirements

All internal customers Goal 4.4, 6.3 Fleet maintenance

8. Fleet Allocation Supply and control external fleet hire required to meet Council operational demands.

All internal customers Goal 4.4, 6.3



1. Availability of fleet assets Review of overall level of of fleet assets

Greater than 85% MatMan Monthly

2. Achievement of Acquisition Plan

Delivery of fleet assets to plan

90% Acquisition Spreadsheet Quarterly




3. Achievement of Fleet disposal program

Fleet assets disposed in agreed timeframes

95%

Disposal Spreadsheet Quarterly

4. Fleet maintenance Fleet scheduled maintenance compliance by due date to 2011/12 plan

85% <15% backlog

Matman Monthly

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