8. DEPARTMENTAL VIEW INFRASTRUCTURE SERVICES · inspirational region which balances economic...

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

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

Officer Responsible: General Manager Infrastructure Services. Staffing Level (FTE) 501.2

Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget

Revenue 162,437,798 157,261,701 162,306,373 169,125,084 175,169,992 Expenses 209,178,488 213,527,925 220,349,529 229,215,844 238,219,552

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) 8


Revenue 125,150 128,831 132,626 137,469 142,489

Expenses 273,250 290,237 308,055 322,499 337,594


ACTIVITY MANAGEMENT AND SUPPORT Mission: To enable the Departmental Manager, Branch Managers and staff to provide best value services to all their customers. Officer Responsible: General Manager Infrastructure Services. Staffing Level (FTE) 8

Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget Revenue 125,150 128,831 132,626 137,469 142,489 Expenses 273,250 290,237 308,055 322,499 337,594

Outputs/services Title Description Customer(s) Corporate

Objective/Notes Result Measures

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.

Departmental Managers 6.2 Departmental Budget performance

6.2 Departmental Capital Budget performance

6.4, 6.6 Timeliness of Departmental operating initiative completions

6.4 Departmental Safety Performance

6.5 Customer Request Management (CRM) Departmental performance


2. Coaching and support of staff

across the Department

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

Departmental staff 6.1, 6.4

3. Policies and Administrative Instructions relevant to Departmental operations

General Policies are Council approved statements provided for the benefit of the public; they advise Council’s position with regard to specific matters. Administrative Instructions are approved by the Executive Management team (EMT) and provide direction for staff in carrying out specific functions.

General Policies – Residents, ratepayers and staff Administrative Instructions - staff

6.2

4. Business Excellence Systems Views, Self Assessment Reports and Continuous Improvement support for the Department

Business Excellence is the title of Council's adopted Organisational Effectiveness framework and program. The outputs listed to the left are the key outputs from the program. General Manager promotion and support of the program within their Department is critical to its success.

Departmental staff 6.7

5. Agenda coordination for Council's Infrastructure Services Committee

Coordination of reports to be provided to Infrastructure Services Committee.

Committee members of Infrastructure Services Committee

6.3

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

7. Partnership Cairns Agreements

Council has a policy to establish partnerships with corporate and community entities to achieve mutually beneficial outcomes.

Corporate entities Community groups Residents

6.6 Number of agreements maintained.

6.6 Number of new agreements negotiated each year.


Performance Measurement Result Measures (Title) Result Measure

(Description) Result Targets Source of Data Reporting Frequency

1. Departmental Budget performance

Provision of services within resourcing allowed

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

Oracle Financials Monthly

Revenue for the Department no more than 1% under budget

2. Departmental Capital Budget - performance

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

90% expenditure of budget committed by year end; 95% of projects completed are delivered within 5% of budget.

Oracle financials Quarterly

3. Timeliness of Departmental operating initiative completions

All operating initiatives identified in the Operational Plan are planned for completion in the financial year.

90% of initiatives completed by year end

Monthly report status update

Annually

4. Departmental Safety Performance

Safety performance of the Department as measured by the Lost Time Injury Frequency Rate and the Lost Time Injury Duration Rate.

Departmental Lost Time Injury Frequency Rate at or below Council’s target

Business Objects Reports Monthly

Departmental Lost Time Injury Duration Rate at or below Council’s target.


5. 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 RRS for their resolution).

Number of overdue requests at the end of each month trending downwards from 2007-08 levels

Customer Request Management – Business Objects Report

Monthly

6. Number of Partnership Cairns agreements maintained.

The number of established agreements continuing throughout 2006/07.

90% Partnership Cairns register Annually

7. Number of new Partnership Cairns agreements negotiated each year.

Percentage increase in previous years total number of agreements.

20% Partnership Cairns register Annually

BRANCH BUSINESS SUPPORT Mission: Working together to deliver quality best practice business and administration support solutions aligned with our client’s

goals and expectations. Officer Responsible: Manager Business Support. Staffing Level (FTE) 43.16


Revenue 749,020 767,621 786,686 814,045 842,362 Expenses 1,653,971 1,738,331 1,826,520 1,905,955 1,988,790


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

43.16

Operating Initiatives Relevant linkage(s) Completion Date 1. As part of the Finance Working Group and working together with the various managers and their staff carry out a draft service level review (SLR) and present the results to EMT.

3.1, 6.2 Oct 2009

2. Develop and implement AMDP Branch Project Plan. 4.4 Dec 2009 Outputs/services Title Description Customer(s) Corporate


1. Financial support for Infrastructure Services Department

In conjunction with W&S Managers and staff facilitate the annual Budget together with Budget compilation and monitoring.

W&S GM, Branch Managers and Supervisors

6.1, 6.2 Adherence to Corporate timelines. Approval of the budget by GM, W&S Managers and EMT. Increased understanding of financial data evidenced by half yearly survey.

Financial Training and Development W&S Managers & Staff 6.4 Number of financial training sessions delivered and to whom.


Business Objects (BO) report development to client specification.

W&S all Managers and staff, BO report users.

6.3 Deliver BO financial report and analysis tools as per customer deadline and specifications as negotiated. List the number of new reports which are being and have been developed.

Works Order Process Management and development as a Business Unit tool.

W&S Managers and staff, job charging key users, Corporate Finance.

6.4 Timeliness, accuracy and procedural compliance of end of month job charging. Assistance rendered in the resolution of the works order issues.

Business Unit Branch overhead monitoring.

W&S GM and Managers 6.3, 6.4 The recovery of the full cost of doing business for each Business Unit.

2. Administration Support for Infrastructure Services Department

Administration Support provided by the Central Team

W&S Managers and staff, visitors to reception-whole of council, external customers

6.4 Availability of Support staff across the Department and relief staff for absences of greater than one week where an adequate support service cannot be provided by other Business Support Officers.


Fulltime and Agency Timekeeping W&S Management and staff, Cairns Water, Corporate Finance

6.3 Timeliness and accuracy of timesheets input as per date supplied from payroll and timekeeper availability. Percentage of correctly completed timesheets submitted to payroll.

Resident’s requests and complaints management – response to and resolution of complaints and requests received through the Council Customer Response Management, inline with CRM administration instruction.

W&S, Council Management and staff, councillors and the general public.

6.5 Outstanding and overdue request information form Business Objects Reports, according to CRM administration instruction.

In conjunction with W&S Managers and Staff facilitate execution of work request/order and effective procurement in line with Council policies and administration instructions

W&S Managers and staff 6.3 Timeliness and accuracy of purchase requests and work order input.

3. Logistical Services for Infrastructure Services Department

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.

All Council Managers and Staff

6.4 On time delivery of Council mail and relevant items

Provide a stores inventory service supporting service delivery.

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.


4. 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.

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

5. Asset Accounting & Data Council’s asset register (incl. relevant policies & guidelines)

Financial Services Branch, Management Branch, Cairns Water and other Asset Owner Branches,

6.3 Legislative and audit compliance of asset accounting activities. Accuracy of data to support Asset Management decisions

Performance Measurement Result Measures (Title) Result Measure (Description) Result Targets Source of Data Reporting Frequency Financial Support 1. Adherence to Corporate timelines. Approval of the budget by GM and EMT.

Manager to assess compliance with all Budget related deadlines detailed in the Corporate Annual Timetable - Operational Planning and Budgeting:

• Budget • Budget Reviews • Operational Plan Review

100% compliance with Corporate timelines

Scheduled Monthly Discussion between Manager and Team Leader Finance.

Quarterly

2. Number of financial training sessions delivered on level of understanding of financial data evidenced by annual survey.

Manager and Team Leader Finance to monitor the number of courses delivered by Business Support Instructors.

All areas to feel they understand the financial data presented and can use it to make decisions.

Annual Survey

Annual

3. Deliver BO financial reports and analysis tools as per customer deadline and specifications.

Manager to assess the status and completion of BO financial reports and analysis tools.

Provide information on BO reports which have been and are correctly being developed.

BO Report Quarterly


4. Timeliness, accuracy and procedural compliance of end of month procedure.

The EOM procedures are carried out in accordance with corporate policies and procedures.

• Compliance with purchasing policy, ie. Number of confirmation orders – use correct codes.

EOM procedures completed accurately and on time.

Matman Financial Systems Business Objects Reports (Work Request Comment and Breach Report)

Monthly

5. The recovery of the full cost of doing business for each Business unit.

A monitoring system for Branch Overheads to ensure recovery of the full cost of doing business for each Business Unit

95% Nil net cost to branch management functions through operating capability,

ADI reporting Quarterly

Administration Support 6. Timeliness and accuracy of

timesheet input as per data supplied from payroll and timekeeper availability. Percentage of correctly completed timesheets submitted to payroll.

Team Leader Depot Admin to check and monitor timeliness of Employee and Agency Timesheet input for payroll processing.

95% timely according to EBA and procedures.

CHRIS System Quarterly

7. Timeliness and accuracy of purchase requests and work orders.

Manager to assess compliance with Work Order Processes for Work Request Conventions, Job Charging Acceptance and purchasing request conventions:

• Correct Account Entries • Work Orders charged on

time • Naming Conventions

>90% accuracy of data input

Business Objects reporting Monthly

Logistical Support 8. On time delivery of Council

mail and relevant items Team Leader Depot Administration to monitor timely delivery of Council mail and relevant items and to schedule

95% supply of daily courier service

Matman Financial System Quarterly


relief couriers when necessary. 9. 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 once off adhoc purchasing is kept to a minimum.

Average prices of stock compared to purchasing same items on a small scale.

Half Yearly

10.Each business unit covered by an up to date Business Plan.

Divisional review of business plan for each business unit.

All Business Plans reviewed

Departmental documents Annually

Asset Accounting 11. Legislative and audit

compliance of asset accounting and activities.

Compliance with internal policy and external accounting standards and legislation.

Unqualified audit opinion. Positive results from internal and external audit.

Various audit reports Annually

BRANCH PROJECT SERVICES Mission: To provide an enthusiastic, professional, client focussed team delivering quality project management services. Officer Responsible: Manager Project Services. Staffing Level (FTE) 11.78


Revenue 2,634,824 2,715,275 2,798,320 2,901,517 3,008,537

Expenses 2,599,548 2,684,793 2,772,978 2,877,336 2,985,637

ACTIVITY PROJECT SERVICES - COMPLETE Mission: To provide an enthusiastic, professional, client focussed team delivering quality project management services. Officer Responsible: Manager Project Services.


Staffing Level (FTE) 11.78 Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget

Revenue 2,634,824 2,715,275 2,798,320 2,901,517 3,008,537

Expenses 2,599,548 2,684,793 2,772,978 2,877,336 2,985,637

Operating Initiatives Relevant linkage(s) Completion Date 1. Consolidate the use of the new 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 2010

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 2010

3. Implement the AMDP Branch Project Plan Corporate Plan 4.4 Jun 2010 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 and master plans delivered in accordance with Council's Customer Capital Works Program

Council asset managers from: - Infrastructure Services

Department; - City Development

Department; and - Corporate Services

2.2, 2.3, 3.2, 4.3, 4.6

Project scope compliance Project time compliance Project quality compliance


Department - Community & Cultural

Services

Customer Capital Works / project completion

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


4. Engineering advice Engineering expertise and advice to

assist Council Branches to be an informed buyer of infrastructure and infrastructure services.

Council asset managers from: ● Infrastructure Services Department ● City Development Department ● Corporate Services Department

6.4 Client survey

Performance Measurement Result Measures (Title) Result Measure (Description) Result Targets Source of Data Reporting Frequency 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. Project scope compliance Scope is the definition of the boundaries of the project (the work required and only the work required), as approved by the customer. The Project Services Manager will collate quarterly the number of departures from approved scope for projects finalised in the quarter.

Zero departures from approved scope

Project completion reviews Quarterly

3. Project time compliance Time control is achieved through scheduling agreed project milestones. The Project Services Manager will collate quarterly the number of departures from approved practical completion dates for projects finalised in the quarter.

Achievement of all practical completion dates



4. Project quality compliance Quality processes ensure the

project will satisfy it’s objectives. The Project Services Manager will collate quarterly the number of departures from approved specifications and plans for projects finalised in the quarter.

Zero departures from approved specification and plans


5. 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

6. 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)

7. 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)


BRANCH INFRASTRUCTURE MANAGEMENT Mission: Provision of Transport, Drainage, Foreshore, Park, Natural Resources Management (external) and Asset Management

(internal) Services at the required level of service at minimum long term cost. Officer Responsible: Manager Infrastructure Management. Staffing Level (FTE) 28.6


Revenue 35,878,897 29,664,392 31,429,390 33,623,286 34,880,557

Expenses 83,779,799 84,851,440 88,085,195 92,123,734 96,143,096

ACTIVITY INFRASTRUCTURE MANAGEMENT ADMINISTRATION Mission: Ensuring that Council’s investment in infrastructure and the capacity to deliver services to meet community needs, is

delivered through the functional areas of: • Strategic Infrastructure Planning for Transport, Drainage, Parks &Coastal. • Capital Works Program Management. • Customer Response & Investigations • Asset Management for the asset portfolios of:

o Transport Infrastructure o Drainage Infrastructure o Parks and Reserves Infrastructure o Coastal Infrastructure o Buildings o Land o Environmental Assessment Facilities o Natural Resources Management

Officer Responsible: Manager Infrastructure Management. Staffing Level (FTE) 1


Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget Revenue 192,960 199,054 206,658 215,727 224,369 Expenses 5,794,035 5,947,294 6,135,490 6,371,625 6,614,073

Operating Initiatives Relevant linkage(s) Completion Date 1. Complete Priority Infrastructure Plan Corporate Plan 3.1,3.6 Dec 2010 2. Develop and implement AMDP Branch Project Plan Corporate Requirement 4.4 Dec 2010



1. Strategic Infrastructure Planning

Performance setting and review of service levels (incl relevant policies and guidelines) according to annual operating and capital budgets and strategic plans. Service delivery and strategic infrastructure plans (incl relevant policies & guidelines) for ; • Transport • Drainage • Parks & Foreshores • Natural Resource Management This includes Disaster Mitigation Planning and the update, review, development and implementation of 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

4.3, 4.4, 4.6 Usability/accessibility/clarity of strategic plans by customers/suppliers and stakeholders

4.3, 4.4, 4.6 Timely implementation of works identified in strategic plans


2. Asset Management Asset management process and policy (Development, implementation and refinement). Asset management advice and development and administration of maintenance programs for:

• Transport • Drainage; • Parks & Foreshores • Buildings (Administrative,

Community, Sports Amenities, Toilets)

• Land; • Sport & Recreation facilities

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 Performance reports for Annual and 5 Year Capital Works Programs

Councillors & Council Branches (except Cairns Water)

3.1 Timeliness of the development and review of the Annual and 5 Year Capital Works Program

6.3 Completion of Annual Capital Works Program (Actual and committals Expenditure) – excluding Cairns Water.

4. Customer Response & Investigations

Investigations and responses to enquires in relation to Transport, Drainage and Parks & Foreshores services and associated infrastructure.

Community & businesses Councillors Agencies & Departments

6.5 Customer Response

5. Natural Resource Management

Management and restoration of Council’s Natural areas

Council Local Groups Community Groups Land Owner Government Agencies

1.2




Strategic Infrastructure Plans 1. Usability/accessibility of strategic plans by:

• Councillors • Development

industry • Planners &

Development Engineers

• Internal client /suppliers branches of Council

All new Strategic Plans follow KISS principle and include implementation plan, accountability and milestone statements. All strategic plans available on website

Positive responses from survey feedback

Branch Survey form

Annual

2. Timely implementation of works identified in strategic plans

% complete – annual works program

Programming and delivery of infrastructure as per strategic plans

Strategic Works implementation progress report

Annual

Capital Works Program Management 3. Timeliness of the development and review of the Annual and 5 Year Capital Works Program

Adoption of 5 Year and Annual Capital Works program by June

Council report Annual

4. Completion of Annual Capital Works Program (Actual and Committals Expenditure) for Infrastructure Services

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

90% of budgeted expenditure on Annual Capital Works Program committed by June for Infrastructure Services

Financial reports and Branch reports

Monthly

Customer Response and Works Investigations 5. Customer Response Timeliness of responses to

enquires 90% within 4 weeks Customer Response

System Monthly


ACTIVITY TRANSPORT Mission: To ensure safe, adequate, effective, efficient and sustainable transport services at an agreed level of service at minimum

long term cost using: • Roads • Cycleway/footpath networks • Bridges, culverts and crossings • Kerb & Channel • Traffic Facilities (signs; traffic lights; pavement markings; traffic calming; roundabouts; traffic islands) • Transport Facilities (bus shelters; seats; parking; boat ramps) • Street scaping (landscaping, entry features) • Street lighting • Daintree Ferry

Officer Responsible: Manager Infrastructure Management Staffing Level (FTE)

Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget Revenue 15,968,475 12,103,805 9,397,539 10,336,676 10,853,403 Expenses 46,790,287 47,203,479 49,149,481 51,542,111 53,903,562

Operating Initiatives Relevant linkage(s) Completion Date 1. Review Transport Strategy Corporate Plan 4.3 Dec 2010 2. Develop service standards / customer charter for Transport activity Corporate Plan 4.3 Dec 2010 3. Develop road safety performance indicators Corporate Plan 4.3, 2.1 Dec 2010



1. Functioning and safe Road Network

Serviceable, safe and functional road infrastructure provided and maintained

Community – residents, ratepayers, business,

4.3, 4.4 Percentage of sealed roads resealed


by the application of systematic programs for refurbishment/ renewal/ construction, maintenance and operations

commercial, industry, tourism education Councillors

4.3 Pavement Condition Index (PCI)

4.3 Sustainability Index for Roads

2. Adequate road drainage (kerb and channel infrastructure)

Serviceable and capable kerb and channel 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

1.6, 3.5, 4.6 Sustainability Index for K&C

6.5 Relevant component of corporate community survey

3. Bridges Serviceable and safe bridges provided and maintained by the systematic application of refurbishment / renewal / construction and maintenance and inspection to ensure that all bridges are capable of carrying loads


4.3,3.5, 3.6 Sustainability Index for bridges

4. Footpaths & Cycleways Serviceable and safe footpaths and cycleways provided and maintained by the systematic application of refurbishment / renewal / construction and maintenance and inspection programs.


1.3, 3.2, 4.3 Sustainability Index for footpaths and cycle-ways

6.5 Relevant component of community survey

5. Traffic Facilities Serviceable and capable traffic facilities provided and maintained with the application of systematic programs for refurbishment / renewal / construction and maintenance and operation, including the specific provision of : • Traffic signal infrastructure; • Line marking and island kerbs; • Street sweeping program.


3.2, 4.3 Sustainability Index for traffic signals and traffic signs

6. Transport Facilities Serviceable and safe road transport facilities maintained with the application of systematic programs for

Community – residents, ratepayers, business, commercial, industry,

3.2, 4.3 Sustainability Index for bus shelters


refurbishment / renewal / construction and maintenance and inspection, including the specific provision of: 1. bus shelters; 2. boat ramp and car/trailer parking areas.

tourism education Councillors

6.5

7. Roads Ancillary Serviceable and safe roads ancillary facilities maintained with the application of systematic programs for refurbishment / renewal / construction and maintenance and Inspection to enhance the amenity of the local area with specific attention to the following : • street furniture; • street litter bins; • Landscaping.


3.2, 4.3

8. Street Lighting Street lighting maintained and operated to conform with budget and relevant intervention criteria.

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

4.3, Sustainability Index for Council controlled street lights.

6.5



Roads 1. Percentage of sealed roads resealed

Based on area calculation – for both asphalt and stone seals

Rated against industry practice & asset turnover life

Project reports and Pavement Management System

Annually

2. Pavement Condition Index

PCI derived from Pavement Management System

PCI >6 (PCI between 6 and 8 is in good condition)

Pavement Management System (Statistical sample)

Annually


3. Sustainability Index for Roads

Renewal/upgrade expenditure calculated as a percentage of depreciation

> 80% per annum over 5 year period

Capital Works Budget Annually

Kerb & Channel 4. Sustainability Index for

Kerb & Channel Renewal/upgrade expenditure calculated as a percentage of depreciation



5. Relevant component of community survey

Responses from community survey on kerb and channel

Positive response Community Survey Annually

Bridges 6. Sustainability Index for

Bridges Renewal/upgrade expenditure calculated as a percentage of depreciation



Footpaths & Cycleways 7. Sustainability Index for

Footpaths & Cycleways Renewal/upgrade expenditure calculated as a percentage of depreciation



Traffic Signals 8. Sustainability Index for

Traffic Signals and Traffic Signs




Transport Facilities 9. Sustainability Index for

bus shelters Renewal/upgrade expenditure calculated as a percentage of depreciation



Street Lighting 10. Sustainability Index for

Council controlled street lights





ACTIVITY DRAINAGE Mission: To provide and maintain an efficient and sustainable drainage network at minimum long term cost which provides

capacity for stormwater discharge at an appropriate quality and minimises flooding risk from major rainfall events. The drainage network consists of:

• Underground Drainage • Lined Drains and Unlined Channels • Flood Mitigation • Water Quality Infrastructure

Officer Responsible: Manager Infrastructure Management. Staffing Level (FTE)


Operating Initiatives Relevant linkage(s) Completion Date 1. Develop Drainage Strategy Corporate Plan 1.6 Dec 2010 2. Develop three Drainage Management Plans Corporate Plan 1.6 Jun 2010 3. Develop service standards / customer charter for drainage activity Corporate Plan 1.6, 6.5 Dec 2010



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


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



2. Lined Drains Serviceable and capable and structurally sound lined drains maintained by the systematic application of refurbishment /renewal /construction and maintenance and inspection programs, including the specific provision of: • Vegetation control • Debris/silt removal • Repairs to damaged lining


1.6, 3.5, 4.4, 4.6 Sustainability Index for lined drains

6.5 Relevant part of community survey

3. Unlined Channels Serviceable and capable and structurally sound unlined channels maintained and kept free from obstruction by the systematic application of refurbishment /renewal / construction and maintenance and inspection programs, including the specific provision of : • Vegetation control • Debris/silt removal


1.6, 3.5, 4.4, 4.6 Relevant section of community survey

4. Flood Mitigation • Program to minimise the entry of flood waters into the low lying areas as a result of major rainfall events.

• Stormwater detention basins maintained at design capacity by the systematic application of refurbishment / renewal /construction / maintenance and operational programs.

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 on inundation to habitable floor levels due to flooding/drainage.

6.5 Relevant component of corporate community survey

5. Water Quality Infrastructure

Gross pollutant traps and other water quality management devices installed, refurbished, maintained, inspected and cleaned to ensure stormwater discharge meets specified standards.


1.6, 3.5, 4.4, 4.5, 4.6 Relevant component of corporate community survey




Underground Drainage 1. Sustainability Index for

Underground Drainage Renewal / upgrade expenditure calculated as a percentage of depreciation



2. Relevant component of corporate community survey

Responses from corporate community survey on drainage

Positive response Corporate Community Survey

Annually

Lined Drains 3. Sustainability Index for

Lined Drains Renewal / upgrade expenditure calculated as a percentage of depreciation






Annually

Unlined Channels 5. Relevant component of

corporate community survey



Annually

Flood Mitigation 6. 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

Quarterly

7. Relevant component of corporate community survey in relation to Flood Mitigation.

Responses from corporate community survey on roads

Positive Response Corporate Community Survey

Annually


Water Quality Infrastructure 8. Relevant component of

corporate community survey

Responses from corporate community survey on water quality infrastructure


Annually

ACTIVITY PARKS AND FORESHORES Mission: To provide and maintain public parks and foreshores that satisfy sustainable required levels of service at minimum long

term cost. Officer Responsible: Manager Infrastructure Management. Staffing Level (FTE) Infrastructure Management Branch – 2

Cairns Works – refer to Cairns Works activity Project Services – refer to Project Services Activity

Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget Revenue 947,200 962,852 1,042,507 1,130,869 1,184,659

Expenses 12,562,634 12,795,542 13,197,574 13,731,648 14,272,055

Operating Initiatives Relevant linkage(s) Completion Date 1. Develop Parks Facilities Strategy Corporate Plan 3.2, 3.6 Jun 2010 2. Develop service standards / customer charter for Parks & Foreshore activities Corporate Plan 3.2, 3.6 Dec 2010



1. Parks Serviceable and safe Council parks infrastructure maintained with the application of systematic programs for refurbishment/renewal/construction and maintenance and inspection with specific

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

1.1, 2.2, 2.3, 4.4 Number of reported defects of parks equipment and public toilets facilities


attention to seasonally based programmed maintenance for: • Parks vegetation control; • Parks tree maintenance; • Parks equipment/facility maintenance; • Public toilets

Sustainability Index for a. public toilets

b. parks

2. Foreshores Serviceable and safe Council foreshore

infrastructure maintained with the application of systematic programs for refurbishment /renewal /maintenance, operation, inspection and construction with specific attention to the following: • Beach cleaning; • Foreshore vegetation control; • Foreshore equipment/facility

maintenance; • 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



Parks


1. Number of reported defects of park equipment and public toilet facilities

Decline in reported defects compared to previous

Customer Response Management

Annually

2. Sustainability Index for a. public toilets and b. parks equipment




Foreshores 3. 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

Half yearly

ACTIVITY NATURAL DISASTER RESPONSE Mission: Natural disaster response on transport, drainage and parks infrastructure following a natural disaster. Officer Responsible: Manager Infrastructure Management. Staffing Level (FTE) 0.5


Operating Initiatives Relevant linkage(s) Completion Date 1. Establish disaster mitigation plans for Transport, Drainage and Parks and

Foreshores Corporate Plan 6.5.3 Dec 2010




1. Response to natural disasters

Co-ordination of restoration of transport, drainage and parks & foreshore infrastructure following natural disaster

Community – residents, ratepayers, business, commercial, industry, tourism education Councillors Disaster Management Unit

3.3, 3.5, 4.5 Restoration occurs on a timely basis.



1. Restoration occurs on a timely basis.

Repair of roads, drainage, parks & foreshore according to scale and severity of natural disaster event

• All roads are trafficable within 3 days

• Drainage capacity is restored within 2 weeks

• Parks/foreshore areas are available for public use within 3 months

Survey and report from Cairns Works

After each event.

ACTIVITY NATURAL RESOURCE MANAGEMENT

Mission: To successfully implement a program which focuses on the restoration and protection of natural landscapes by involving and engaging all landowners, community and government agencies.

Officer Responsible: Coordinator Natural Resource Management. Staffing Level (FTE) 17.6

Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget Revenue 421,269 432,341 443,708 459,527 475,911 Expenses 1,793,757 1,852,605 1,913,711 1,985,875 2,060,752


Operating Initiatives Relevant linkage(s) Completion Date 1. Implement and monitor Pest Management Plan to control Declared Plants and Animals throughout Council area

Corporate plan 1.9 Jun 2010

2. Increase awareness and build capacity of landowners to effectively manage their land of pest plants and animals

Corporate plan 1.9 Jun 2010

3. Develop and finalise Council’s Natural Resources Strategic Plan Corporate plan 1.1 Oct 2010 Outputs/services Title Description Customer(s) Corporate


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

1.1, 1.2 Area of land restored (hectares)

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

1.3 Level of Community work

1.3, 6.6 Level of Community & other Council Departments on natural resource management.

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

1.1 Area of land controlled of weeds (Hectares)


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 Attend Cairns & District Fire Management Committee Meeting Participate in annual IMT



1. Area of land restored (Hectares)

Compare area of land rehabilitated with previous year(s)

Equal or better than previous year

Land Management Unit Landcare/community groups State of Environment Report

Quarterly

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. Level of Community work Project works are to be predominately community focused rather than internal

Achieve 75% community work

Statistics from Land Management Unit Work Orders

Monthly

4. Educate community & other Council Departments on natural resource management

Council & Community education sessions on natural resource management

A minimum of 2 sessions per quarter

Quarterly


5. Ration 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

6. Area of land controlled of weeds (Hectares)

Compare area of land controlled of weeds with previous year(s)

Equal or better than previous year

Chemical application records Mapping State of Environment Report

Quarterly

7. Completion rate for hazard reduction program

Hazard reduction program delivered on time, based on prioritised areas

Full program delivered Monthly report Annually

8. Attend Cairns & District Fire Management Committee Meeting

Attend all Fire Management meetings held

Minutes of meetings Quarterly

9. Participate in annual Incident Management Training (IMT)

Attend programmed training

Attendance record Annually

ACTIVITY DAINTREE FERRY OPERATIONS Mission: To ensure safe, adequate, effective, efficient and sustainable ferry services at an agreed level of service at minimum

long term cost Officer Responsible: Manager Infrastructure Management. Staffing Level (FTE)


Outputs/services


Title Description Customer(s) Corporate Objective/Notes

Result Measures

1. Daintree Ferry Cost effective ferry service that provides required level of service

Community Tourist Operators Local residents Councillors





Responses from corporate community survey on Daintree Ferry


Annually


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) 52


ACTIVITY TECHNICAL SUPPORT – GENERAL ADMINISTRATION Mission: To provide enthusiastic, professional and good value services to our customers. Officer Responsible: Manager Technical Support Services. Staffing Level (FTE) 0.6

Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget Revenue 14,400 14,760 15,129 15,659 16,207 Expenses 222,410 228,814 237,780 247,852 258,127

Operating Initiatives Relevant linkage(s) Completion Date 1. Continue expansion of Quality Assurance Processes through Technical Support Services

Self Assessment Jun 2010

2. Oversee transition of facilities funding from Facilities Maintenance to Asset Owners Corporate Requirement Dec 2009 3. Encourage Continued Innovation throughout Technical Support Services Self Assessment Jun 2010 4. Develop a Sustainability Plan for the Branch Corporate Plan Jun 2010




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)

Oracle 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 Mission: To provide the best possible level of service to our customers. Officer Responsible: Coordinator Facilities Maintenance. Staffing Level (FTE) 24


Revenue 5,834,725 5,980,593 6,130,108 6,344,662 6,566,725

Expenses 6,667,366 6,857,952 7,054,260 7,309,776 7,574,581

Operating Initiatives Relevant linkage(s) Completion Date 1. Successful delivery of the Regional Local Community Infrastructure Program Initiative

4.4 Dec 2009

2. Develop a comprehensive fire safety maintenance programme for asset owners 4.4 Jan 2010 3. Manage the transition of the TMR system 6.6 Jun 2010 4. Develop a preventative maintenance administration programme (PMAP) structure 4.4 Jun 2010 5. Achieve ‘Master Electrician’ certification 6.7 Dec 2009 6. Achieve third party Quality Assurance Certification 6.7 Jun 2010



1. Council building maintenance

Professional and practical maintenance of Council’s building assets including the following services:

• Building Services • Air-conditioning • Electrical

Cairns Regional Council 4.4 Response to Life Threatening Work Requests

4.4 Response to Operationally Critical Works Requests


• Plumbing • Carpentry • Painting

Recommendations for Capital and improvement works to be asset owners, manage minor projects, schedule maintenance works and programs.

4.4 Response to Operationally Non-Critical Work Requests

4.4 Response to Routine Works Requests

4.4 Response to Emergency call outs.

2. Maintenance of Council’s Inner City CCTV system

Maintenance of Council’s CitySafe Closed Circuit Television Camera Network

Cultural Services & Facilities

2.1, 4.4

3. Trunk Mobile Radio (TMR) Management

Various Branches of Cairns Regional Council use TMR’s as one of their vehicles for communication. Facilities Maintenance is responsible for the maintenance of these units and the operation of the system network.

Cairns Regional Council 4.4

4. Testing and Tagging of Council’s Electrical Equipment

The timely completion of testing and tagging operations in accordance with legislative requirements

Cairns Regional Council 4.4, 6.4



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 Non-Critical Work Requests

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

70% of requests received completed within 2 weeks.


Monthly


3. Response to routine Work Requests

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

70% of requests completed within 1 month.


Monthly

4. Response to after hours call outs.

After hours calls are promptly attended to and assessed.

75% of call outs received, attended.


Monthly

5. Citysafe CCTV Network reliability

CCTV Network and associated equipment functioning correctly. Non-scheduled non-operational times to be calculated.

95% network operational

Facilities Maintenance Records / Monitoring Room Records

Monthly

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

Minimum profit margin of 2% (EBIT)


Annual

ACTIVITY DESIGN SERVICES Mission: To provide efficient and effective design services to our clients Officer Responsible: Design Services Manager. Staffing Level (FTE) 13


Operating Initiatives Relevant linkage(s) Completion Date 1. Continue expansion of Service Delivery to external customers (eg Main Roads) 6.6 Jun 2010 2. Review and implement the Design Services business plan and marketing plan 6.2 Jun 2010 3. Successfully complete tri-annual Quality Assurance Audit 6.7 Jun 2010




1. Civil infrastructure and Landscape designs

Modern and innovative designs of Civil Infrastructure completed to customer requirements

Infrastructure Services Main Roads

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

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

City 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

5. Profit from Type 3 Business Unit activity

Generate a positive profit result (EBIT for the year.


6.7 Unit’s profit result




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. Customer satisfaction Customer satisfaction is measured by using a customer survey to gauge unit performance

90% satisfaction Customer survey Annually

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


Oracle Financials Annually

ACTIVITY SURVEY SERVICES

Mission: To provide efficient and effective survey services to our clients. Officer Responsible: Coordinating Surveyor – Survey Services. Staffing Level (FTE) 5



Operating Initiatives Relevant linkage(s) Completion Date 1. Continue development of Exponare Enquiry 3.5 layer for completed surveys 6.3 Jun 2010 2. Implement 12D Visualisation Package (MGA94) 6.3 Jun 2010 3. Commence development of G.P.S Network 6.3 Jun 2010



1. Engineering Surveys for Civil Infrastructure design

Accurate and timely engineering surveys undertaken to customer requirements

Infrastructure Management Project Services Design Unit

3.2, 4.4 Number of projects completed Customer satisfaction 2. Construction set out

surveys Delivery of construction setout surveys in accordance with client’s construction plans

Cairns Works Water and Waste

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

Infrastructure Management


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


6.7 Unit’s profit result



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. Customer satisfaction Customer satisfaction is measured by using a customer survey to gauge Unit performance


3. 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 Mission: To provide consistent, accurate and prompt Safety, Quality and Environmental advice to our Customers. Officer Responsible: Coordinator – Systems Support Services. Staffing Level (FTE) 8

Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget Revenue - - - - - Expenses 262,231 276,848 292,154 305,286 318,993

Operating Initiatives Relevant linkage(s) Completion Date 1. Continue implementation of ‘MAPS’ compliance system 6.4 Jun 2010 2. Develop and implement a Quality Assurance Awareness Program 6.4, 6.7 Dec 2009 3. Develop and implement an Environmental Awareness Program 1.7 Dec 2009 4. Achieve Quality Assurance Certification for System Support 6.6, 6.7 Feb 2010 5. Develop an integrated S.Q.E plan for use by Cairns Works 6.6 Jun 2010




1. Safety, Quality and Environmental 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 Number of complaints received for SQE advice not provided within 5 working days.

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.

• Provision of technical advice for the maintenance of Council SafePlan system.

• Provision of technical advice to Project Services for the maintenance of the Pre-construction Service Delivery system.

Cairns Works Corporate Safety Unit Project Services

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. Number of complaints received for SQE advice not provided within 5 working days.

Service Level Agreements to specify a response within 5 working days, if a complaint is received due to inaction exceeding 5 working days then immediate intervention is required.

Less than 2 complaints received per month.

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

Quarterly

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

Inetrbal & external audits of W&S 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

3. 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 Mission: To reduce Cairns’ vulnerability to disaster events through disaster planning initiatives such as the development of local

plans, community consultation, inter agency networking, and resourcing of the SES and disaster coordination centre management.

Officer Responsible: Disaster Management Operations Officer. Staffing Level (FTE) 2.4



Operating Initiatives Relevant linkage(s) Completion Date 1. Complete AMDP Plans for SES buildings, Flood alerts and specialist SES equipment

4.5 Jun 2010

2. Develop an Evacuation Strategy for the Cairns Region 4.5 Jun 2010 3. Develop and implement a Community Education Strategy 4.5 Jun 2010 4. Conduct a Storm Tide Study of the Region and produce relevant maps 4.5 Jan 2010



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

Council Cairns Community Emergency Management Qld DDGM members agencies LDMGCR Members agencies

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

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 Cairns Local Disaster Management Group Meetings and attendance at District Disaster Management Group Meetings (DDMG).

Council Cairns Community Emergency Management QLD DDGM member agencies LDMGCR Member agencies

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

Number of District Disaster Group meetings (DDGM) attended.


3. Management of Council / SES relationship.

Provision of adequate facilities and equipment for the SES groups in Cairns 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 Annual Community Education campaign

5. Administration of Natural Disaster Relief Recovery Arrangements (NDRRA) claims

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

Cairns Regional council 4.5, 6.3, 6.5 Reimbursement of NDRRA expenditure.

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 plans and procedures

Coordinate the annual review/update of LDMGCR Plan and procedures

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

Disaster management Unit records

Annually

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

Facilitate LDMG-CR meetings including production of agendas and minutes.

Co-ordinate a minimum of eight (8) LDMGCR meetings per annum.

Disaster Management Unit records.

Quarterly

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

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


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


Annually

5. Reimbursement of NDRRA expenditure

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 Oracle 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


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 C airns 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) 301.98



Operating Initiatives Relevant linkage(s) Completion Date 1. Procurement Management – improve the consistency of purchasing / receipting / handling of all invoices and delivery dockets across Cairns Works

6.2 Dec 2009

2. Plant Utilisation – review usage of fleet and carry out cost benefit to ensure continued best value

1.7, 6.7 Dec 2009

3. Benchmarking – establish SMART performance indicators which will allow Cairns Works to compare service delivery options

3.1, 6.7 Jun 2010


BRANCH CAIRNS WORKS MANAGEMENT Mission: To provide professional, technical and practical management of Cairns Works Business Unit. Officer Responsible: Manager Cairns Works. Staffing Level (FTE) 2


Operating Initiatives Relevant linkage(s) Completion Date 1. Financial Management – review and develop new funding arrangement for internal services associated with corporate overheads.

6.7 Dec 2010

2. Customer Service - develop Client survey based on actual services provided to ensure alignment

6.5 Jun 2010



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.


Oracle 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 CONSTRUCTIONS 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) 50.71


Revenue 32,206,497 33,065,128 33,947,097 35,163,884 36,424,404

Expenses 31,388,589 32,241,964 33,119,420 34,303,354 35,529,716

Operating Initiatives Relevant linkage(s) Completion Date 1. Financial Management – devise and implement an improved estimating and cost control process

Jun 2010

2. Program Management – develop an achievable Works Schedule which is agreed by and incorporates all clients

Dec 2009

3. Project Management – create and monitor use of checklists for projects specifically detailing pre-planning and close out requirements

Jun 2010




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


2. Customer surveys Customer survey to be conducted internally and community



3. Financial performance (external)

Actual revenue versus budget Minimum of 7% profit margin


ACTIVITY ROAD MAINTENANCE PERFORMANCE CONTRACT (RMPC) Mission: To maintain status of Cairns Works as an approved provider of Road Maintenance Performance Contract works and

associated services to Queensland Department of Main Roads (DMR) for the Cairns Regional Council area and to deliver services to the Department of Main Roads as a contractor.

Officer Responsible: Construction and Commercial Works Manager Staffing Level (FTE) 1


Revenue 1,218,000 1,260,450 1,304,381 1,356,462 1,410,623

Expenses 1,156,897 1,190,611 1,225,360 1,269,975 1,316,221

Operating Initiatives Relevant linkage(s) Completion Date 1. Contract management – introduce improvements to recording and reporting of RMPC works to ensure agreed works are delivered and timely payments received.

6.2 Jun 2010



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 Mission: To provide best value maintenance and operational tasks for Council’s roads, drainage, parks and foreshore assets as

well as presentation standards which enhance the image and character of the Cairns Region. Officer Responsible: District Maintenance Coordinators – Far North – North – Central - South Staffing Level (FTE) 249.28


Revenue 31,271,671 32,053,463 32,854,799 34,004,717 35,194,882

Expenses 30,705,694 31,651,015 32,627,076 33,833,083 35,083,862


Operating Initiatives Relevant linkage(s) Completion Date 1. Asset Maintenance – create activity specifications which link work orders to assets and include financial details

4.4 Jun 2010

2. Data Management – introduction of data collection into and out of the field 6.3 Jun 2010 3. Customer Service – introduce across the region defect identification pads as a means of increasing detection of and details around defects

6.5 Dec 2009



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

Infrastructure Management 4.3, 4.4, Maintenance Budget Variance. Community Survey

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 Number of CRM Requests and timeliness of response Community Survey

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.

1.6, 1.7, 2.2, 4.6 Number of Identified Defects for proactive maintenance. Community Survey


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%.

Oracle 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

4. Community Survey Responses from community survey for:

- Roads Maintenance - Roadsides

Maintenance - Parks & Foreshores

Infrastructure

Positive response Community survey Annually


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) 60.53



ACTIVITY CAIRNS FLEET

Mission: To provide professional, technical and practical management of Cairns Fleet Business Unit through planning and monitoring delivery of a modern, functional and cost effective fleet.

Officer Responsible: Manager Cairns Fleet. Staffing Level (FTE) 60.53


Operating Initiatives Relevant linkage(s) Completion Date 1. Reduction in the Green House Gas emissions for fleet assets by 10% Goal 1.7 Jun 2010 2. Develop a Tactical Asset Management Plan for fleet assets Goal 4.4, 4.5, 6.2 & 6.3 Mar 2010 3. Development of a Spreadsheet database for fleet assets to improve their overall effectiveness for Council

Goal 6.3 Dec 2009

4. Establishment of a Fleet Customer Operational Forum – Provide customer input for the development of new plant and vehicle specifications for acquisition.

Goal 6.1, 6.6 Oct 2009


5. Review Fleet replacement strategy to determine optimal replacement cycles for all fleet asset categories

Goal 4.4, 6.2 May 2010

6. Review of fleet asset depreciation and disposal values Goal 6.3 Mar 2010 Outputs/services Title Description Customer(s) Corporate


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

All internal customers Goal 6.2


Generate a positive profit result for the year


3. Fleet policy and performance criteria

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


4. Fleet Hire Rates Fleet Asset Hire Rates to include full cost recovery, updated annually


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

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

7. Fleet Hire Rates 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 4.4, 6.3




1. Green House Gas Emissions

Lowering of GHG emissions by fleet assets

10% net reduction FuelScan and MatMan Quarterly

2. Effective management of fleet asset data

Review of fleet asset data to ensure accuracy and completeness

Less than 2% error rate MatMan Quarterly

3. Utilisation of fleet assets Review of overall level of utilisation of fleet assets

Greater than 95% MatMan Monthly

4. Achievement of Acquisition Plan

Delivery of fleet assets to plan Replacements delivered in agreed timeframes

90% 80%

Acquisition Spreadsheet Quarterly

5. Achievement of Fleet disposal program

Fleet assets disposed in agreed timeframes Fleet assets disposed at agreed values

95% 90% of Hire Class Written Down Value

Disposal Spreadsheet Quarterly

8. DEPARTMENTAL VIEW INFRASTRUCTURE SERVICES · inspirational region which balances economic...

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