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WORKS & SERVICES COMMITTEE

22 JULY 2009

6 WORKS & SERVICES MONTHLY REPORT FOR MONTH OF JUNE 2009 John Hawkes: sjc: 1/3/21: #2138148

RECOMMENDATION: That this report be noted.

INTRODUCTION: The Works & Services Monthly Report for June 2009 includes Branch Reports from: Works & Services – Management & Support Infrastructure Management Project Services Technical Support Services Cairns Works (Annual Performance Plan) Cairns Fleet Business Support Services

CONSIDERATIONS: Comment: This document reports on performance against the 2008 / 2009 Operational Plan. It should be noted that it incorporates those activities that are reported on a monthly, quarterly, six monthly and annual basis. Cashflow Budgeting Cairns Works continues to report actuals against a typical non linear expenditure pattern. The green line represents what should be the typical pattern of budgeted expenditure (generally non linear) which could be expected for the relevant areas. Cairns Works reports continue to show the green line. This line represents what should be the typical pattern of budgeted expenditure (generally non linear) which could be expected for the relevant areas. This line represents the programmed cash flow produced by Cairns Works at the beginning of the year.


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This additional information has been included in response to concerns that Council’s existing graphs showing linear budgets and non linear expenditure are not as informative as they could be. Cairns Works is working towards introducing reporting of cash flowed budget reporting as of July 2009. John Hawkes General Manager Works & Services


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DEPARTMENT WORKS & SERVICES Mission By being business focused, innovative and consultative, provide community

infrastructure and services (transport, drainage, parks and foreshores) to a level of excellence that significantly contributes to Cairns becoming the best regional city in Australia.

Officer Responsible General Manager –Works & Services – John Hawkes

ACTIVITY: WORKS & SERVICES MANAGEMENT & SUPPORT Mission To enable the Department Managers and staff to provide best value services to all their customers.

Output Title: Output Description: 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. 2. Coaching and support of staff across the

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

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.

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.

5. Agenda coordination for Council's Works and Services Committee

Coordination of reports to be provided to Works and Services Committee.

6. Public consultation and external & internal communication

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

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

Officer Responsible:

General Manager Works & Services – John Hawkes

On Target Operating Initiative Status

Relevant Linkage(s)

Due Date Complete (enter %) Yes

(enter ) No *

(enter X) 1. Expand the ‘Adopt a Park’ initiative to

include a park in each precinct established under the precinct management program.

Corporate Plan 10.4.1

Jun 2009

x

2. Further increase the number of Partnership by 20%.

Corporate Plan 6.6.3

Jun 2009


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* Variance Report for Initiatives not on target: Nominations of eligible parks not yet able to be finalised * Prospective Actions for Initiatives not on target: Work will need to continue into next year. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

? Variance Report Expenditure OK. Revenue shortfall predominately relates to backlog in capitalisation of donated assets.

Departmental Budget Performance

-60

-40

-20

0

20

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

Perc

enta

ge u

nder

/ove

r bu

dget

Revenue Expen Rev Tol Exp Tol

Result Targets: Expenditure for the Department in the range of 0% to 5% under budget. Revenue for the Department no more than 1% under budget.

Prospective Actions Action to accelerate process being taken.

Performance Rating:

Variance Report

Departmental Capital Budget Performance

0

20

40

60

80

100

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Budget % spend actual & committals Budget % spend target

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

Prospective Actions


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Performance Rating:

? Variance Report This reflects ongoing significant vacancies throughout the year in Engineering staff.

• Result Measure (Title): Timeliness of Departmental operating initiative

completions. • Result Target: 90% of initiatives completed by year end. • Reporting Frequency: Annually • Performance Assessment: 76% complete

Prospective Actions New recruitment effort in potentially improved market.

Performance Rating:

Variance Report

Department Safety Performance - Lost Time Injury Frequency Rate

01020

3040


LTIF

R

Lost Time Injury Frequency Rate Council Target

Result Targets: Departmental Lost Time Injury Frequency Rate at or below Council’s Target.

Prospective Actions

Performance Rating:

? Variance Report Reflects a low number of long duration injuries.

Department Safety Performance - Lost Time Injury Duration Rate

05

1015202530354045


LTID

R

Lost Time Injury Duration Rate Council Target

Result Targets: Departmental Lost Time Injury Duration Rate at or below Council’s Target.

Prospective Actions Working with rehabilitation coordinator to enable return to work.


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Performance Rating:

? Variance Report Still closing out high level of CRM requests due to heavy rain and flooding in January and February.

Customer Request Management (CRM) Department Performance

0

200

400

600

800

1000


Open Requests Overdue Requests Overdue Requests 07/08

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

Prospective Actions Catch up expected during drier months.

Performance Rating:

Variance Report

• Result Measure (Title): Number of Partnership Cairns agreements

maintained • Result Target: 90% • Reporting Frequency: Annually • Performance Assessment: 100% of all Partnership Cairns Agreements

maintained Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Number of new Partnership Cairns agreements

negotiated each year • Result Target: 20% • Reporting Frequency: Annually • Performance Assessment: 5 new agreements signed this year.

Prospective Actions


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Operating Budget Assessment:

WSGM YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%) Variance Report & Prospective

Actions (where variance is +/- 2%)

Revenue 175,764 141,224 34,540 24

FAVOURABLE • Reasons: Increased usage of

Consultation & Communications by other Branches

• Implication/Action: Expenditure 496,859 508,679 11,821 2


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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 – Stephen Agius

ACTIVITY: BUSINESS SUPPORT

Mission Working together to deliver a tailored Business Support solution aligned with our client's goals and expectations.

Output Title: Output Description:

In conjunction with W&S Managers and staff facilitate the Annual Budget together with Budget Completion and monitoring. Financial Training and Development. Business Objects (BO) report development to client specification. Works Order Process Management and development as a Business Unit tool

1. Financial Support for Works & Services Department

Business Unit Branch overhead monitoring Administration support provided by the Central Team. Fulltime and Agency Timekeeping

2 Administration Support for Works & Services Department

Resident’s requests and complaints management – Response to and resolution of complaints and requests received through the Council Resident’s Response System, in line with RRS Administration Instruction.

3 Logistical Services for Works & 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.

4. Provision of business planning advice to W&S Branch Managers

Direct advice and assistance form the Manager on business planning, development and operations.

Officer Responsible: Manager Business Support – Stephen Agius

On Target Operating Initiative Status Relevant Linkage(s)


(enter ) No *

(enter X) 1. Complete the incorporation of the relevant

Business Support sections of the former Douglas Shire into Works & Services operations.

Dec 2008

2. By working together with the various Managers and their staff incorporate a zero based budgeting approach to all Budgets in preparation for the 09/10 budget and provide appropriate training for same.

Mar 2009 50% x

3. Develop and implement AMDP Branch Project Plan.

Corporate Requirement Jun 2009

* Variance Report for Initiatives not on target: 2. Please note that due to the complexity of the ZBB process that only some areas will use the ZBB process in the 09/10 budget with the methodology being rolled out to the entire organisation in future years. * Prospective Actions for Initiatives not on target: 2. Discussions have occurred with EMT around an alternative implementation strategy.


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Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory) Financial Support

Performance Rating:

Variance Report

• Result Measure (Title): Adhere to Corporate timeliness. Approval of

the budget by GM and EMT. • Result Target: 100% compliance with Corporate timelines • Reporting Frequency: Quarterly • Performance Assessment: Second budget review for W&S has been approved by the General Manager Works & Services as well as EMT. Business Support is working closely with Works & Services particularly Infrastructure Management and Finance in relation to the Capital Works Budget.

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Timeliness and number of errors in the end of

month procedures • Result Target: Initial results to be monitored before target set. • Reporting Frequency: Half Yearly Performance Assessment: Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Deliver BO financial reports and analysis tools

as per customer deadline and specifications. • Result Target: Initial results to be monitor target set

• Reporting Frequency: Half Yearly • Performance Assessment: A large number of specialist BO Reports have

been and continue to be developed to meet customers specific information requirements. Prospective Actions


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Performance Rating:

Variance Report

• Result Measure (Title): Timeliness, accuracy and procedural

compliance of data input. • Result Target: 90% accuracy, compliance and timeliness. • Reporting Frequency: Monthly • Performance Assessment:

Prospective Actions

Performance Rating:

? Variance Report

• Result Measure (Title): The recovery of the full cost of doing

business for each Business Unit • Result Target: 95% Nil net cost to branch management

functions through operating capability. • Reporting Frequency: Quarterly • Performance Assessment: Awaiting on final accruals before being able to

determine the final result. Prospective Actions

Administration Support

Performance Rating:

Variance Report

• Result Measure (Title): Evidence of processes in place to ensure that

administrative support is available as required. • Result Target: Acceptable service capability maintained at all

times. • Reporting Frequency: Quarterly • Performance Assessment: Discussions continually held with Managers as

to the required service levels particularly while staff are on leave or vacant positions exist. The position of Senior Administration Support Officer is being advertised in January will give additional assistance in that regard.

Prospective Actions


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Performance Rating:

Variance Report

• Result Measure (Title): Timeliness and accuracy of timesheet input as

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

• Result Target: 95% timely according to EBA and procedures • Reporting Frequency: Quarterly • Performance Assessment: Backup procedures have been instigated to

ensure timekeeping is carried out daily even in the absence of the casual temporary staff.

Prospective Actions

Logistical Support

Performance Rating:

Variance Report

• Result Measure (Title): On time delivery of Council mail and relevant

items. • Result Target: 95% supply of daily courier service • Reporting Frequency: Quarterly • Performance Assessment:

Prospective Actions

Performance Rating:

?

Variance Report

• Result Measure (Title): To Provide high quality supply of inventory

items which have been efficiently procured and ensuring items are available as required.

• Result Target: Bulk purchasing is carried out whenever

possible to obtain best value and once off adhoc purchasing is kept to a minimum.

• Reporting Frequency: Half Yearly • Performance Assessment: Much effort has been expended lately in

expanding and bringing the Mossman store to a point where it is now operating at a reasonable level. The stores area will contribute to the strategic procurement review to see where it can add value.

Prospective Actions


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Performance Rating:

?

Variance Report

• Result Measure (Title): All business units covered by an up to date

Business Plan. • Result Target: All Business Plans reviewed • Reporting Frequency: Annually • Performance Assessment: Business Support continues to work with

Managers in completing these documents.

Prospective Actions


WSBS YTD Actual ($)

YTD Budget Revised

($)



Revenue 976,980 942,009 34,971 4

FAVOURABLE • Reasons: This favourable revenue

is due to additional recoveries in the small plant area.

• Implication/Action: The implications are minimal as the revenue is internal however it does show a high utilisation of the internal service.

Expenditure 1,833,039 1,783,158 (49,881) (3)

UNFAVOURABLE • Reasons: Salaries & wages higher

than expected due to system budgetary error encountered at the second budget review.

• Implication/Action: This variance is minimal and savings in other areas has minimised what had the potential to be a far worse situation.


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BRANCH PROJECT SERVICES Mission To provide an enthusiastic, professional, client focussed team delivering

quality project management services Officer Responsible Manager Project Services – Brad Finegan

ACTIVITY: Project Services

Mission To provide an enthusiastic, professional, client focussed team delivering quality project management services

Output Title: Output Description: 1. Profit from Business Unit Activity Generation of a positive EBIT result for year from Type 3

business unit operations 2. Capital Works Projects Completed infrastructure projects and master plans delivered

in accordance with Council’s Customer Capital Works Program.

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.

4. Engineering Advice Engineering expertise and advice to assist Council Branches to be an informed buyer of infrastructure and Infrastructure services.

Officer Responsible: Manager Project Services



(enter ) No *

(enter X) 1. Identify and introduce a formal project

management framework to Project Services, as a pilot program for wider introduction to Cairns Regional Council.

Corporate Plan 9.1 Dep. Risk Register WS007/020/IM/PF Self Assessment 12.3, 12.2, 6.2

Jun 2009

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”

Dep. Risk Register WS004/009/IM/PF Self Assessment 2.2

Jun 2009

3. Develop and implement AMDP Branch Project Plan.



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* Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target: Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

? Variance Report

• Result Measure (Title): Branch profit result • Result Target: Minimum profit 2% (EBIT) • Reporting Frequency: Annually • Performance Assessment: 8.7% loss - the loss is due to 3 main reasons: 1) Staff shortages have made it difficult to meet targets this financial year. 2) The monitoring and controlling systems do not allow issues to be identified and actioned early enough. A new report has been introduced to attempt to rectify this situation. 3) This is the first year that we had introduced this measure and as such some ‘settling in’ should be expected.

Prospective Actions

Performance Rating:

Variance Report All scope changes approved by client.

• Result Measure (Title): Project scope compliance • Result Target: Zero departures from approved scope • Reporting Frequency: Quarterly • Performance Assessment: Satisfactory

Prospective Actions


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Performance Rating:

? Variance Report Skilled resource shortages causing delays.

• Result Measure (Title): Project time compliance • Result Target: Achievement of all practical completion dates • Reporting Frequency: Quarterly • Performance Assessment: Shortages in skilled staff (especially in strategic

planning areas) is still having an impact. However, on the more recent projects, time performance is improving.

Prospective Actions -Continue to attempt to recruit - Allow contingencies for future projects.

Performance Rating:

Variance Report Nil variance

• Result Measure (Title): Project quality compliance • Result Target: Zero departures from approved specification

and plans • Reporting Frequency: Quarterly • Performance Assessment: Satisfactory Prospective Actions

Performance Rating:

Variance Report Some projects have had some delays however client has been informed of these delays as they occur. Resource shortages continue to have an impact.

• Result Measure (Title): Customer Capital Works/Project completion • Result Target: 90% of projects completed 95% of projects completed are delivered within 5% of budget • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions Continue to attempt to gain resources.


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Performance Rating:

? Variance Report Manual currently under review. Delayed due to amalgamation.

• Result Measure (Title): Timeliness of review of the FNQ ROC

Development Manual • Result Target: Manual updated by June each year • Reporting Frequency: Annual (by 30 June) • Performance Assessment:

Prospective Actions Reviewed manual due to fo to Council in September 09.

Performance Rating:

? Variance Report Survey circulated responses due end July 09.

• Result Measure (Title): Customer Survey • Result Target: - General improvement in annual results - All score categories to be maintained at least at “Satisfactory” • Reporting Frequency: Annual (by 30 June) • Performance Assessment:

Prospective Actions Wait for responses.


WSPS YTD Actual ($)

YTD Budget Revised

($)



Revenue 2,917,525 2,678,900 238,625 9

FAVOURABLE • Reasons: Please see explanation

below. • Implication/Action: Revised

Branch Overhead rate for 09/10 will recover costs for full year by billing all costs to clients rather than absorbing non-specific costs.

Expenditure 3,170,516 2,672,075 (498,441) (19)

UNFAVOURABLE • Reasons: Increased Branch

overheads rate has inflated expenditure but this is partially matched by increased revenue.

• Implication/Action: Overall result is that Unit did not return full cost recovery as required


72PROJECT DELIVERY CAIRNS WORKS

Total Cairns Works Project Deliveryas at 13 July 2009

81%

2%

17%Approved Bid Amount

Variations DesignRelated

Variations Client &Latent ConditionRelated

Total Cairns Works Project Deliveryas at 13 July 2009

Series1 15,000,639.65 294,044.80 3,164,343.88 18,459,028.33

Approved Bid Amount

Variations Design Related

Variations Client & Latent Condition

Total Project Cost

External Contractors

81%

2%

17%Contract Award

Variations DesignRelated

Variations Client &Latent ConditionRelated

External Contracts

Series1 18,208,471.86 117,657.80 1,470,715.82 15,235,322.92 19,796,845.48

Contract Aw ard Variations Design Related

Variations Client & Latent Condition

Progress Claims Paid

Total Project Cost


73VALUE OF EXTERNAL CONTRACTS & CAIRNS WORKS CAPITAL PROJECTS

Proportion of External and Internal Delivery by Value

48%52%

Total Cairns Works

Total ExternalContracts

Value of External Contracts & Cairns Works Capital Projects as at 13 July 2009

Series1 18,459,028.33 19,796,845.48 38,255,873.81

Total Cairns Works Total External Contracts

Total Capital Projects

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BRANCH INFRASTRUCTURE MANAGEMENT

Mission Planning, delivering and maintaining of sustainable services and infrastructure through Transport, Drainage, Parks & Foreshores and Natural Resource Management activity management, Capital Works Programming, Asset Management, Customer response and Works Investigations and Asset Accounting.

Officer Responsible Manager Infrastructure Management – Stephen Tyter

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:

• Infrastructure Management and Administration • Strategic Infrastructure Planning for Transport, Drainage, Parks & Foreshores • Capital Works Program Management • Asset Accounting & Data • Natural Resource Management • Asset Management for the asset portfolios of:

o Transport Infrastructure (including the Daintree Ferry) o Drainage and Foreshore Infrastructure o Parks o Buildings o Land o Community Development Facilities o Environmental Assessment Facilities o Sport & Recreation Facilities o Natural Resources Management

Output Title: Output Description: 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.

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

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3. Capital Works Program Management 5 Year Capital Works Program and Annual Capital Works

Program Performance reports for Annual and 5 Year Capital Works Programs

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

5. Customer Response & Works Investigations

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

6. Risk Management Co-ordination of risk management response, and implementation of risk treatments for the risks assigned for Transport, Drainage, Parks, Foreshores and Natural Resource Management Activities

7. Natural Resource Management Management and restoration of Council’s Natural areas. Officer Responsible: Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X)

1. Complete Priority Infrastructure Plan (PIP)

Corporate Plan 1.2.3 & 1.3.1

Dec 2009 80% x

2. Develop and implement AMDP Branch Project Plan

Corporate OFI Dec 2009 20% x

* Variance Report for Initiatives not on target: 1. PIP: changes to PIP guidelines by State Government require substantial re-work to comply with new requirements and have delayed project. Report submitted to Council giving further detail. Headworks Policy amended to compensate for delay. 2. AMDP Project: Vacancies in key roles continue to impact on progress on AMDP Branch Management Plans. * Prospective Actions for Initiatives not on target: 1. PIP: Have now engaged Integran to complete CRC PIP 2. AMDP: Continue to review possible candidates to fill vacancies. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

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Capital Works Program Management

Performance Rating:

? Variance Report 7% shortfall on target. Competition by large NDRRA program for resources.

Completion of Annual Capital Works Program (Actual & Committals Expenditure)

- excl Water & Waste

0%10%20%30%40%50%60%70%80%90%

100%110%


% o

f com

plet

ion

Actuals Commitals Target (starts at 20% due to 15mth year)

Result Targets: 90% completion of Annual Capital Works Program by June 09

Prospective Actions Carry over projects to next financial year as per first review of Capital Works budget.

Performance Rating:

Variance Report Program delivered in time.

• Result Measure (Title): Timeliness of the development and review

of the Annual and 5 Year Capital Works Program.

• Result Target: Adoption of 5 Year and Annual Capital

Works program by June 09 • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions

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Customer Response and Works Investigations

Performance Rating:

? Variance Report For June, received 87 enquiries, completed 37 with 50 outstanding representing 43% completion.

Customer Response

020406080

100120140


Num

ber

Number of requests receivedNumber responded to within 4 weeks

Result Targets: 90% within 4 weeks

Prospective Actions

Strategic Infrastructure Plans

Performance Rating:

? Variance Report Some strategic plans delayed due to chronic resource shortages.

• Result Measure (Title): Timely development of works identified in

strategic plans • Result Target: Programming and delivery of infrastructure as

per strategic plans. • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions Fill resources in improving market.

Performance Rating:

Variance Report No community survey done this year.

• Result Measure (Title): Community Survey • Result Target: Improved results from previous surveys. • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions Wait for next survey.

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Performance Rating:


• Result Measure (Title): Usability/accessibility of strategic plans by:

- Councillors - Development industry - Planners & Development Engineers - Internal client / suppliers branches of

Council • Result Target: Positive responses from survey feedback • Reporting Frequency: Annually • Performance Assessment:


Asset Management

Performance Rating:


• Result Measure (Title): Customer Survey • Result Target: Improved results from previous surveys • Reporting Frequency: Annually • Performance Assessment:


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Risk Management

Performance Rating:

Variance Report 100% complete

• Result Measure (Title): Completion of risk treatment plans for assigned

corporate risks • Result Target: 100% completion • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions Nil

Natural Resource Management

Performance Rating:


• Result Measure (Title): Customer Survey with questions relating to

natural areas. • Result Target: Improved results from previous surveys. • Reporting Frequency: Annually • Performance Assessment:



WSIM YTD Actual ($)

YTD Budget

Revised ($) Var ($) Var (%)

Variance Report & Prospective Actions

(where variance is +/- 2%)

Revenue 38,969,375 60,304,564 (21,335,189) (35)

UNFAVOURABLE • Reasons: Backlog of donated

assets to be processed. • Implication/Action: Vacancy was

filled and consultant engaged to process backlog.

Expenditure 106,758,659

107,008,200 249,542 0

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ACTIVITY: Transport

Mission To provide a 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 • kerb & channel • traffic facilities • transport facilities • roads ancillary • street lighting • Daintree Ferry

Output Title: Output Description: 1. Functioning Road Network Serviceable, safe and functional road infrastructure provided

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

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

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

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.

6. Transport Facilities Serviceable and safe road transport facilities maintained with the application of systematic programs for refurbishment / renewal / construction and maintenance and inspection, including the specific provision of: • bus shelters; • boat ramp and car/trailer parking areas.

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.

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

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Officer Responsible: Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X) 1. Review Transport Strategy Corporate

Plan 2.1.1 Dec 2009 5%

2. Complete development of a Total Management Plan for Transport

Corporate Plan 2.1.3 Dec 2009 10%

3. Develop service standards / customer charter for Transport activity


4. Develop road safety performance indicators


* General Comment: Delivery of these initiatives has been dependant on recruitment of long term vacancies in engineering staff. ‘On target’ projection is premised on turnaround of this situation in early 09/10. Roads

Performance Rating:

X Variance Report Weighted average of 4.3% is well below sustainable level of 6.5%.

• Result Measure (Title): Percentage of sealed roads resealed • Result Target: Rated against industry practice & asset turnover

life • Reporting Frequency: Annually • Performance Assessment: 4.3%

Prospective Actions Increase Capital Budget to sustainable levels.

Performance Rating:

Variance Report PCI has been declining due to underfunding of road renewals.

• Result Measure (Title): Pavement Condition Index • Result Target: PCI >6 (PCI between 6 and 8 is in good

condition) • Reporting Frequency: Annually Performance Assessment: PCI is estimated 6.2% (estimate only), and is at the lower end of acceptable range. This is the result of the current funding level for reseals, asphalt overlays and pavement rehabilitation being inadequate to sustain road pavement condition.

Prospective Actions Pavement condition assessment will be undertaken to re-calibrate and confirm pavement deterioration model.

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Performance Rating:


• Result Measure (Title): Relevant component of community survey • Result Target: Positive response • Reporting Frequency: Annually • Performance Assessment:


Performance Rating:

Variance Report

• Result Measure (Title): Sustainability Index for Roads • Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 78% - Sustainability index is showing close to

sustainable levels, largely due to allocation of ‘upgrade’ funds.

Prospective Actions

Kerb & Channel

Performance Rating:

? Variance Report 21% increase in reports for same quarter in 2008

• Result Measure (Title): No. of reported complaints on serviceability of

K&C./kilometre of K&C • Result Target: Decrease in reported defects compared to

previous year • Reporting Frequency: Annually • Performance Assessment: 67 complaints

Prospective Actions

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Performance Rating:

X Variance Report

• Result Measure (Title): Sustainability Index for Kerb & Channel • Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 8% - Current funding level is well below

sustainable levels

Prospective Actions Future funding levels for K&C to be reviewed.

Performance Rating:




Bridges

Performance Rating:

X Variance Report Two year weighted average of 20% is well below sustainable target of 80%

• Result Measure (Title): Sustainability Index for Bridges • Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 20% - Recent condition assessment work has

identified that short term asset renewal requirements exceeds current level of funding.

Prospective Actions Future funding levels for bridge renewals to be reviewed.

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Footpaths & Cycleways

Performance Rating:

Variance Report Complaints dropped by 50% compared to 2008

• Result Measure (Title): Number of reported defects due to

irregularities / 1000m • Result Target: Decrease in reported defects compared to

previous year. • Reporting Frequency: Annually • Performance Assessment: 70 complaints

Prospective Actions

Performance Rating:

X Variance Report

• Result Measure (Title): Sustainability Index for Footpaths & Cycleways • Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 21% - Two year weighted average renewal

levels of 21% falls well short of target.

Prospective Actions Review future funding for footpath renewals.

Performance Rating:




85


Traffic Signals

Performance Rating:

? Variance Report Funding deferral to 09/10 to allow finalisation of new agreement with Roadtek and Telstra.

• Result Measure (Title): Sustainability Index for Traffic Signals and

Traffic Signs • Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 0%

Prospective Actions Condition assessment of all traffic signals is being undertaken, and will identify future funding requirements.

Transport Facilities

Performance Rating:

? Variance Report

• Result Measure (Title): Sustainability Index for bus shelters

• Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 15% - Two year weighted average for bus

shelters exceeds sustainable levels, largely due to upgrades to meet DDA compliance.

Prospective Actions Continue with upgrades to meet DDA legislative requirements.

Performance Rating:




86


Roads Ancillary

Performance Rating:

Variance Report 60% decrease compared to 2008.

• Result Measure (Title): Number of reported complaints on presentation

& functionality of street furniture. a) bins & seats b) signs • Result Target: Target to be set • Reporting Frequency: Annually • Performance Assessment: 39 complaints

Prospective Actions

Street Lighting

Performance Rating:

Variance Report

• Result Measure (Title): Sustainability Index for Council controlled street

lights • Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 67% - Two year weighted average of 67% falls

slightly short of target. This will improve significantly in near future due to inner city upgrades currently in progress.

Prospective Actions


TRTF YTD Actual ($)

YTD Budget Revised

($)



Revenue 10,944,906 28,078,272 (17,133,366) (61)


assets being transferred to Council’s Asset Register.

• Implication/Action: Software was purchased to allow accelerated processing of donated assets. Vacant position now filled.

Expenditure 56,828,737 56,536,973 (291,764) (1)

87


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 • Unlined Channels • Flood Mitigation

• Water Quality Infrastructure Output Title: Output Description: 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.

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

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

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.

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

Officer Responsible: Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X) 1. Develop Drainage Strategy Corporate

Plan 3.3.1 & 3.4.1

Dec 2009 20%

2. Develop three Drainage Management Plans Corporate Plan 3.4.1 Jun 2009 80% x

3. Develop service standards/customer charter for drainage activity

Corporate Plan 3.4.1 Jun 2009 5% X

88


* Variance Report for Initiatives not on target: 2. Drainage plans not yet completed due to ongoing resource shortages. * Prospective Actions for Initiatives not on target: 3. Consultant has now provided drainage management plans (including infrastructure plans) for Blackfellow / Collinson-McKinnon / O’Learys Creeks. Now to be reviewed and then to agency/public consultation to finalise. Underground Drainage

Performance Rating:

? Variance Report

• Result Measure (Title): Sustainability Index for Underground Drainage • Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 23% - Weighted average sustainability index of

23% falls well short of 80% target. Although underground drainage is in relatively good condition at present there are significant areas that require replacement.

Prospective Actions Increase funding towards sustainable levels.

Performance Rating:




89


Lined Drains

Performance Rating:

?

Variance Report

• Result Measure (Title): Sustainability Index for Lined Drains • Result Target: >80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: 28% - Two year weighted average of 28% falls

well below 80% target. The condition of the drainage system is only sustainable by NDRA funding.

Prospective Actions Increase funding levels towards sustainable levels.

Performance Rating:




Unlined Drains

Performance Rating:




90


Flood Mitigation

Performance Rating:

X Variance Report Significant flooding in Jan/Feb have caused many incidents. Report given to Council detailing severity of event. 63 incidents for quarter.

Number of Reported Incidents on Inundation To Habitable Floor Levels due to flooding / drainage

0 0 0 00

10203040506070


Num

ber

Actual 2007/08 Actual 2008/09

Result Targets: Within control limits (control limits to be calculated)

Prospective Actions The investigation team have done initial investigations and assessment of flooding impacts and generated a program of remedial works.

Performance Rating:


• Result Measure (Title): Relevant component of community survey in

relation to Flood Mitigation. • Result Target: Positive Response • Reporting Frequency: Annually • Performance Assessment:



MCDI YTD Actual ($)

YTD Budget Revised

($)



Revenue 13,468,249 18,210,354 (4,742,105) (26)


assets being transferred to Council’s Asset Register.

• Implication/Action: Software was purchased to allow accelerated processing of backlog of donated assets. Vacant position now filled.

Expenditure 12,519,341 12,582,042 62,701 0

91


ACTIVITY: Parks & Foreshores

Mission To provide and maintain public parks and foreshores that satisfy sustainable agreed required levels of service at minimum long-term cost.

Output Title: Output Description: 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 attention to seasonally based programmed maintenance for: • Parks vegetation control; • Parks tree maintenance; • Parks equipment/facility maintenance;

• Public toilets 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. Officer Responsible:

Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X) 1. Develop Parks Facilities Strategy Corporate

Plan 1.2.4 Jun 2009 60% X 2. Develop service standards / customers

charter for Parks & Foreshores activities Corporate Plan 1.2.4 Jun 2009 75% X

* Variance Report for Initiatives not on target: 1. Cycling and footpaths had a higher priority so the Parks Facilities Strategy was delayed. 2. Service standards nearing completion. * Prospective Actions for Initiatives not on target: 1. Target to complete by Dec 09. 2. Target to complete by Dec 09.

92


Parks

Performance Rating:

Variance Report Faults down 75%, however change to CRM from RRS may have affected this. Comparison only taken as last quarter of 2008 compared to last quarter of 2009.

• Result Measure (Title): Number of reported defects of park equipment

and public toilet facilities. • Result Target: Decline in reported defects compared to

previous. • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Sustainability Index for

a. public toilets and b. parks equipment • Result Target: > 60% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: Parks equipment - 88%, public toilets – 60% -

Renewal of public toilets is slightly below sustainable levels, whilst park & playground equipment is at the required level.

Prospective Actions

93


Foreshores

Performance Rating:

? Variance Report Offshore + 500mm dredge – soon Entrance Inner Canals + 450mm Part Canals - OK

• Result Measure (Title): Canals dredged to allow navigation by vessels • Result Target: Tolerance levels as required for individual canals • Reporting Frequency: Half yearly • Performance Assessment:

Prospective Actions Offshore – dredge offshore Sept/Oct, 2009 Park Inner Canals – bed levelling Oct / Nov 2009

Performance Rating:

Variance Report

• Result Measure (Title): Sustainability Index for

a. public toilets and b. parks equipment • Result Target: > 80% per annum over 5 year period • Reporting Frequency: Annually • Performance Assessment: Parks equipment - 88%, public toilets – 60% -

Renewal of public toilets is slightly below sustainable levels, whilst park & playground equipment is at the required level.

Prospective Actions


PFPI YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,967,103 2,254,240 (287,137) (13)

UNFAVOURABLE • Reasons: Value of contributed

parks assets in advance of budget estimate.

• Implication/Action: Adjust budgets at next opportunity.

Expenditure 15,574,071 16,109,545 535,474 3

FAVOURABLE • Reasons: SP (Cairns Works)

targeted other priorities this year – slight over expenditure in transport reduces this to variance.

• Implication/Action:

94


ACTIVITY: Natural Disaster Response

Mission Natural disaster response on transport, drainage and parks infrastructure following a natural disaster.

Output Title: Output Description: 1. Response to natural disasters Coordination of restoration of transport, drainage and parks &

foreshore infrastructure following natural disaster. Officer Responsible: Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X) Establish disaster mitigation plans for Transport, Drainage and Parks and Foreshores

Corporate Plan 6.5.3 Jun 2009 X

* Variance Report for Initiatives not on target: Proposed to consolidate disparate procedures to ensure accessible. Vacancies in key positions have impeded progress. * Prospective Actions for Initiatives not on target: Positions being advertised to full key vacancies. Operating Budget Assessment:

3765 YTD Actual ($)

YTD Budget Revised

($)



Revenue 8,439,808 7,000,000 1,439,808 21

FAVOURABLE • Reasons: Final results (budgets

exceeded) reflect additional event and also finalisation of ex. DSC (Cook Shire) claims exceeding estimates approved

• Implication/Action: Variation between Revenue and Expenditure due to provision of CRC contribution (Trigger Point)

Expenditure 8,974,396 8,648,000 (326,396) (4)

UNFAVOURABLE • Reasons: Final results (budgets

exceeded) reflect additional event and also finalisation of ex. DSC (Cook Shire) claims exceeding estimates approved

• Implication/Action: Variation between Revenue and Expenditure due to provision of CRC contribution (Trigger Point)

95


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.

Output Title: Output Description: 1. Natural Area Management Management of the restoration of Council natural areas and

provision of support for and building the capacity of community revegetation projects.

2. Pest Plant and 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.

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

Officer Responsible: Co-ordinator Natural Resources Management – Russell Wild



(enter ) No *

(enter X) 1. Implement a program to control 335 ha of

Pond Apple infestation within the Russell, Mulgrave & Daintree River catchment areas.

Corporate Plan 4.1.3 Jun 2009

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

Corporate Plan 4.1.4 Jun 2009

3. Develop and finalise the NCR Strategic Plan

Corporate Plan 4.1.1 Jan 2009 85% x

* Variance Report for Initiatives not on target: 3. Continuing and expect draft by end of July to allow coordination with Corporate Planning and suitable consultation. * Prospective Actions for Initiatives not on target: 3. Expect draft in September. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

Variance Report 5384 plants propagated. 1205 trees provided to community groups.

Number of plants propogated & trees provided for community groups

0250050007500

1000012500


Num

ber

Number of plants propogated Number of tree provided for community groups

Result Target: Propagation rates within 3% of target

Prospective Actions Seed collection continuing.

96


Performance Rating:

Variance Report 1. Presentation-Flight of the tropics. 2. Presentation-EPA Pest Management Workshop. 3. Bat meeting-Port Douglas.

Educate community & other Council Depts on natural resource management

01234

1st QTR 2nd QTR 3rd QTR 4th QTR

Num

ber

# of sessions Target

Result Targets: A minimum of 2 sessions per quarter

Prospective Actions Pest Management stall Babinda Festival. Weed ID workshops at Mossman, Stratford & Gordonvale. Presentation to St Marys School.

Performance Rating:

Variance Report

• Result Measure (Title): Area of land restored (Hectares) • Result Target: Equal or better than previous year

• Reporting Frequency: Quarterly • Performance Assessment: Total Planted Apr – Jun is 15096 Kamerunga Conservation Park – planted Cattana Wetlands – planted Wawu Dimbi Newell Beach Tomatis Creek Baler St

Prospective Actions

Performance Rating:

Variance Report The majority of work undertaken over the last month was for community benefit

• Result Measure (Title): Level of Community Work • Result Target: Achieve 75% community work

• Reporting Frequency: Monthly • Performance Assessment: YTD – plants provided to community – 27689 Trees planted – 49166 Plantings at - Cattana Wetlands Kamerunga Cons Park Wonga Park Mossman Gold Club Cairns Central Swamp Whyanbeel Port Douglas

Prospective Actions Continue to work with community to undertake on ground works and educate.

97


Performance Rating:

Variance Report One notice issued in May – owner has sold property – new owners now working with CRC to control sicklepod.

Number Of Notices complied With Against Numbers Issued

0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 00 005

1015202530


Num

ber

Number of Notices issued Notices complied with within 21 days

Result Targets: All notices complied within 21 days of issue.

Prospective Actions Have been working with landowners on weeds 1. Sicklepod 2. Siam Weed 3. Hiptage 4. Leuceana 5. Brillantasisa 6. Miconica

Performance Rating:

Variance Report

Area of land controlled of weeds (Hectares)

01020304050

1st QTR 2nd QTR 3rd QTR 4th QTR

Are

a of

land

con

trol

led

(hec

tare

s)

Area controlled 2007/08 Area controlled 2008/09

Result Targets: Equal or better than previous year

Prospective Actions Pond Apple – Daintree & Freshwater Hymenachne – Russell River Thunbergia – Edge Hill/Babinda Brillantasia – Whyanbeel Creek Miconia – Daintree Hiptage – Mossman Kudzu - Cairns Pond Apple – Deeral - Daintree - Sicklepod –

Bloomfield River - Chinacamp

98


Performance Rating:

Variance Report

• Result Measure (Title): Completion rate for hazard reduction program • Result Target: Full program delivered

• Reporting Frequency: Annual Performance Assessment: Burn program 2007/08 completed. • CRC – staff training – 10 new staff – including Mossman crew • Participated in IMT at Clifton Beach July 2008 • Unable to burn Henley Hill 2008 due to weather conditions • CRC hosted all Cairns & Districts Fire Management Committee Burn Program 09/10 has been advertised.

Prospective Actions

Performance Rating:

Variance Report Lots of pig enquiries & wild dogs. Peak Pig Season – all traps operational

Ratio Of resident responses completed to open responses for the wild / feral pest animals program

area

00 00

1020304050

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunNum

ber l

ogge

d

Incomplete Resident Responses Completed Resident Responses

Result Targets: No more than 10% of open resident requests to be overdue for each category.

Prospective Actions Programmed trapping in Daintree, ongoing – 66 pigs caught. Mossman - 4 pigs Cairns – 12 dogs & 3 dogs. YTD = 650 pigs caught and destroyed.


CSNR YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,121,581 1,754,637 (633,056) (36)

UNFAVOURABLE • Reasons: Variance due to

budgeted timing of subsidy for capital works grant for Cattana.

• Implication/Action: Will balance as work completed.

Expenditure 1,979,126 2,081,362 102,236 5

FAVOURABLE • Reasons: Funded works continued

to be rolled out • Implication/Action: Will balance

as works completed.

99


ACTIVITY: Daintree Ferry Operations

Mission To provide an efficient and suitable ferry service across the Daintree River on the Cape Tribulation Road.

Output Title: Output Description: 1. Daintree Ferry Cost effective ferry service that provides required level of

service. Officer Responsible: Manager Infrastructure Management – Stephen Tyter

Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:


• Result Measure (Title): Relevant component of community survey • Result Target: Positive Response

• Reporting Frequency: Annually • Performance Assessment:



3790 YTD Actual ($)

YTD Budget Revised

($)



Revenue 2,624,993 2,726,378 (101,386) (4)

UNFAVOURABLE • Reasons: Lag of income may be

due to seasonal fluctuation although decrease in tourist numbers due to economic situation may impact.

• Implication/Action:. Continue to monitor.

Expenditure 1,593,802 1,684,632 90,830 5

FAVOURABLE • Reasons: Provision for dredging

likely to be required after wet season.

• Implication/Action:. Continue to monitor and assess need for dredging.

100


BRANCH TECHNICAL SUPPORT SERVICES Mission: To provide enthusiastic, professional and good value services and support to our

customers. Officer Responsible: Manager Technical Support Services

ACTIVITY: Technical Support – General Administration

Mission To provide enthusiastic, professional and good value services and support to our customers.

Output Title: Output Description: 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 3. Customer Management (Communication

and Advocacy) Management of customer expectations and requirements at a strategic level.

Officer Responsible: Manager Technical Support Services – Ross McKim

On Target Operating Initiative Status Relevant

Linkage(s) Due Date Complete

(enter %) Yes (enter )

No * (enter X)

1. Overview the establishment of systems and processes to ensure the efficient delivery of Technical Support Services to Far North Cairns Regional Council

Self Assessment Jun 2009

2. Implement “kick the dirt” tours by the Manager

Self Assessment Dec 2008



* Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target:

Performance Rating:

Variance Report Nil

• Result Measure (Title): Individual profit results for Type 3 Business

Units • Result Target: Minimum profit margin of 2% (EBIT) • Reporting Frequency: Annually Performance Assessment: Technical Support Services has three business

units, Design, Survey and Facilities Maintenance. Facilities Maintenance and Survey exceeded the required return of 2%. Design was slightly under at 1.3%. This represents and improved result from the previous year.

Prospective Actions Continue program

101


Performance Rating:

Variance Report Nil

• Result Measure (Title): Customer perception of the Technical Support

Services Branch • Result Target: Improved Customer feedback • Reporting Frequency: Annually Performance Assessment: Technical Support Services has undertaken it’s annual customer satisfaction survey. The survey’s DM5 reference is #1964351. The surveys again show customers are satisfied with the quality of the services provided and that feedback to customers has improved.



3800 YTD Actual ($)

YTD Budget Revised

($)



Revenue 0 0 0 n/m

Expenditure 362,268 362,776 509 0

102


ACTIVITY: Facilities Maintenance

Mission To provide the best possible level of service to our customers while maintaining, and where possible improving upon, Council’s assets.

Output Title: Output Description: 1. Council building maintenance Professional and practical maintenance of Council’s building

assets including the following services: • Building Services • Air-conditioning • Electrical • Plumbing • Carpentry • Painting. Recommendations for Capital and improvement works to asset owners, manage minor projects, schedule maintenance works and programs.

2. Maintenance of Council’s Inner City CCTV system.

Maintenance of Council’s CitySafe Closed Circuit Television Camera Network.

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 and management of these units and the operation of the system network.

4. Testing and Tagging of Council’s Electrical Equipment.

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

5. Bureau of Meteorology Flood Mitigation System Maintenance

Part of Council’s disaster management plans includes the use of flood alert stations to provide information on flood levels. Established and operated by the Bureau of Meteorology, they are maintained by Facilities Maintenance.

6. Fire, Life and Safety Equipment Facilities Maintenance has the responsibility for the management of Fire, Life and Safety Equipment in Council facilities, eg ensure statutory testing and compliance of extinguishers, emergency lighting, Emergency Warning Intercommunications Systems (fire Information board).

7. Profit from Type 3 Business Unit activity A positive profit result (EBIT) for the year. Officer Responsible: Coordinator Facilities Maintenance – Anton MacSuibhne




No * (enter X)

1. Creation of new Maintenance Officer position based in Mossman, to ensure provision of requisite Facilities Maintenance services to northern region of Cairns Regional Council.


2. Re-establish panel of pre-qualified suppliers to include northern region of Cairns Regional Council.


3. Investigate opportunities to reduce energy consumption in Council’s core facilities by provision of information to facility asset owners / managers.

Self Assessment

Jun 2009


103



Performance Rating:

Variance Report

Response To Life Threatening Work Requests

110

0 0 0012345


Num

ber

No. of works requests actioned/made safe within 60 MinutesNo. of works requests not actioned within 60 minutes

Result Targets: 100% of jobs received actioned / made safe, within 60 minutes.


Performance Rating:

Variance Report Delays in completion notification and contractor invoicing skewing target figures.

Response To Operationally Critical Work Requests

05

101520253035


Num

ber

No. of works requests completed within 48 hoursNo. of works requests not actioned within 48 hours

Result targets: 75% of requests received, completed within 48 hours.

Prospective Actions Communicate issue to contractors referencing ‘General Condition of Contract’ for Contract 2169 and manage works completion verification process.

104


Performance Rating:

Variance Report On target.

Response To Operationally Non-Critical Work Requests

0153045607590

105120


Num

ber

No. of works requests completed within 2 weeksNo. of works requests not actioned within 2 weeks

Result Targets: 70% of requests received completed within 2 weeks

Prospective Actions Continue program.

Performance Rating:

Variance Report On target.

Response To Routine Work Requests

0

50

100

150

200

250


Num

ber

No. of works requests completed within 1 monthNo. of works requests not actioned within 1 month

Result Targets: 70% of requests completed within 1 month.

Prospective Actions Continue program.

Performance Rating:

Variance Report Nil

• Result Measure (Title): Response to after hours call outs • Result Target: Monitor initial performance and then set target • Reporting Frequency: Monthly • Performance Assessment:

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun # 7 8 0 2 5 4 8 12 2 9 5 6


105


Performance Rating:

Variance Report

• Result Measure (Title): Citysafe CCTV Network reliability • Result Target: >95% network operation • Reporting Frequency: Monthly Performance Assessment: No significant outages Cameras in Network: 59 Hours available: 43070 Downtime hours: 35 Downtime %: 0.8% Camera availability %: 99.92%


Performance Rating:

Variance Report

• Result Measure (Title): Unit profit result • Result Target: Minimum profit margin of 2% (EBIT) • Reporting Frequency: Annually • Performance Assessment: Profit as Business Unit achieved.

Prospective Actions


TSFM YTD Actual ($)

YTD Budget Revised

($)



Revenue 7,420,798 6,288,528 1,132,270 18

FAVOURABLE • Reasons: Changes to Facilities

Maintenance Budget at review. More effective management through better processes and reporting.

• Implication/Action: Continuous monitoring and improvement of operation.

Expenditure 9,094,803 9,208,512 113,709 1

106


ACTIVITY: Design Services

Mission To provide enthusiastic value managed, preferred supplied design services by the implementation of the efficient and cost beneficial processes.

Output Title: Output Description: 1. Civil Infrastructure and Landscape designs Modern and innovative designs of Civil Infrastructure

completed to customer requirements. 2. Civil design advice and assessments of new

sub division developments Detailed assessment of new subdivisions in accordance with FNQROC standards

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

4. Stormwater drainage, water and sewerage infrastructure searches

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

5. Profit from Type 3 Business Unit activity Generate a positive profit result (EBIT) for the year Officer Responsible: Design Services Manager



(enter ) No *

(enter X) 1. Win at least one job opportunity with

Queensland Main Roads following Pre-qualification.

SELF ASSESSMENT Dec 2008

2. Improve sustainability of Design Office practices.

Self Assessment JUN 2009

3. Broaden the range of services offered by the design office

SELF ASSESSMENT JUN 2009


Performance Rating:

Variance Report Nil

Number of design projects completed

0

5

10

15

20


Num

ber

# of commissions received# of design projects completed


107


Performance Rating:

Variance Report Nil

• Result Measure (Title): Customer satisfaction • Result Target: 90% satisfaction • Reporting Frequency: Annually • Performance Assessment: Design Services performed its annual customer

satisfaction survey as required (refer DM5#1964351). Customers were satisfied with the overall level of service provided.


Performance Rating:

? Variance Report Nil

• Result Measure (Title): Unit profit result • Result Target: Minimum profit margin of 2% (EBIT) • Reporting Frequency: Annually Performance Assessment: The design office made a return of 1.3% which is slightly under the required 2%, but it does represent an improvement on the previous financial year.



3830 YTD Actual ($)

YTD Budget Revised

($)



Revenue 2,235,720 2,182,585 53,135 2

Expenditure 2,219,924 2,074,861 (145,063) (7)

UNFAVOURABLE • Reasons: The recent success in

the recruitment of design staff has resulted in a higher wages expenditure than forecast.

• Implication/Action: Adjustment made in 2009/10 budget.

108


ACTIVITY: Survey Services

Mission To provide enthusiastic, value managed, preferred supplied survey services, professional client focussed team, by the implementation of the efficient and cost beneficial processes.

Output Title: Output Description: 1. Engineering Surveys for Civil Infrastructure

design Accurate and timely engineering surveys undertaken to customer requirements.

2. Construction Setout Surveys Delivery of construction setout surveys in accordance with client’s construction plans.

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

4. Profit from Type 3 Business Unit activity Generate a positive profit result (EBIT) for the year. Officer Responsible: Coordinating Surveyor



(enter ) No *

(enter X) 1. In co-operation with Cairns Works, develop

and implement a standard construction set-out process


2. Establish procedures for undertaking surveys in Cairns Regional Council, Far North


3. Develop and maintain third party quality assurance certification



Performance Rating:

Variance Report Nil

Number of projects completed

0

20

40

60

80

100


Num

ber

# of commissions received # of survey projects completed


109


Performance Rating:

Variance Report Nil

• Result Measure (Title): Customer satisfaction • Result Target: 90% satisfaction • Reporting Frequency: Annually • Performance Assessment: Survey Services performed it’s annual customer

satisfaction survey as required (DM5#1964351). Customers were satisfied with the overall level of service and quality of services offered.

Prospective Actions Continue Program

Performance Rating:

Variance Report Nil

• Result Measure (Title): Activity profit result • Result Target: Minimum profit margin of 2% (EBIT) • Reporting Frequency: Annually • Performance Assessment: This result measure was achieved. Total Annual

Actual Expenditure was $1,236,773 and total annual actual revenue was $1,289,565. This equates to a 4% return.



3831 YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,289,565 1,236,825 52,740 4

FAVOURABLE • Reasons: Higher than forecast

revenue balanced by higher than forecast expenditure.

• Implication/Action:

Expenditure 1,236,773 1,180,951 (55,822) (5)

UNFAVOURABLE • Reasons: Actual revenue exceeds

expenditure by actual 4%. Budgeted figure to be reviewed for next financial year.

• Implication/Action: Continue program

110


ACTIVITY: System Support Services

Mission To be satisfied with our ability to provide consistent, accurate and prompt Safety, Quality and Environmental advice or assistance for our Customers benefit.

Output Title: Output Description: 1. Safety, Quality and Environmental

technical advice on CWS planning, construction and maintenance activities.

• Provision of SQE technical advice for strategic planning. • Review of SQE management plans for construction.

2. SQE systems and processes monitoring for CWS 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.

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.

• Compilation of Lost Time Injuries statistics for the General Manager

Officer Responsible: Coordinator Systems Support Services




No * (enter X)

1. Assist the implementation of SAFEPLAN ‘2’ into Far North Works & Services District


2. Incorporation of Far North Cairns Works District into the Cairns Works Quality Assurance System


3. Development and implementation of consistent environmental permitting procedures throughout Works & Services



111



Performance Rating:

Variance Report Nil

No. of complaints received for SQE advice not provided within 5 working days

0 0 0 00 00 0 0 0 0 0012345


Num

ber

Number of complaints Target

Results Targets: Less than 2 complaints received per month.

Prospective Actions Continue

Performance Rating:

Variance Report Nil

Percentage of SQE audits completed in accordance with annual schedule

0

20

40

60

80

100


Perc

enta

ge

percentage completed Target

Results Targets: 90% of audits completed to schedule.


112


Performance Rating:

Variance Report Nil

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

compliance

020406080

100


Perc

enta

ge

percentage completed Target

Results Targets: 90% compliance to approval and reporting requirements



TSSS YTD Actual ($)

YTD Budget Revised

($)



Revenue 358 250 108 43

FAVOURABLE • Reasons: Small revenue from

processing purchases of Australian Standard documents for other areas of council.

• Implication/Action: Nil

Expenditure 176,352 174,998 (1,355) (1)

113


ACTIVITY: Disaster Management Mission To reduce Cairns’ vulnerability to disaster events by undertaking disaster planning initiatives

including preparation, prevention, response, recovery and mitigation activities such the development of local plans, community consultation, inter agency networking, resourcing the SES and disaster coordination centre management.

Output Title: Output Description: 1. Disaster Management Plans Management of Council's Disaster Management planning

incorporating preparation, prevention, response, recovery and mitigation considerations.

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 (DDGM).

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.

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.

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

Provision of administration and support to process funding claims and grants

6. Manage Council’s Local Disaster Coordination Centre Response

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

Officer Responsible: Disaster Management Operations Officer




No * (enter X)

1. Establish the new Cairns Regional Council Disaster Group

Qld Disaster Mng Act (2003)

Oct 2008

2. Develop an integrated Disaster Management Plan for the new Cairns Regional Council area

Qld Disaster Mng Act (2003)

Mar 2009

3. Negotiate a Memorandum of Understanding with Emergency Management Queensland in relation to management of SES

Self Assessment Jun 2009 40% X

4. Storm Tide Maps Corporate Plan 6.5 Jun 2009 80% x

* Variance Report for Initiatives not on target: 3. Delay on MOU due to current DM review of system 4. Some issues identified with project data resulting in delays – new revised timeframe for completion Aug 09. * Prospective Actions for Initiatives not on target: 3. Awaiting feedback from LGAQ review, prior to progressing. 4. Final report and maps to be provided to Council in Aug 09.

114



Performance Rating:

Variance Report DM Registers, membership and plan all reviewed in 2008/09. Held in DM Unit.

• Result Measure (Title): Annual update of Local Disaster plans and

procedures. • Result Target: Update: - LDMGCR membership - Evacuation and recovery register - Evacuation Centre register - Review Local Plan • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions

Performance Rating:

Variance Report 2 meetings held this quarter – minutes #1569903. Total 9 regular meetings held during 2008/09.

No. of Cairns Local Disaster Group (CLDMG) Meetings Convened

02468

10


Num

ber

Meetings co-ordinated Target

Results Targets: Co-ordinate a minimum of 8 LDMGCR meetings per annum.

Prospective Actions

Performance Rating:

Variance Report 3 DDMG meetings attended this quarter

No. of District Disaster Group Meetings attended

02468

10


Num

ber

Meetings co-ordinated Target

Result Target - Attend a minimum of 4 DDMG meetings per annum.

Prospective Actions

115


Performance Rating:

Variance Report

• Result Measure (Title): Coordinate Annual Community Education

campaign • Result Target: - A minimum of six (6) Community Education

sessions presented per annum. - Website update. - Production of annual brochures • Reporting Frequency: Annually • Performance Assessment:

- major sponsor cairns Post Cyclone Survival Guide - website date - cyclone displays - TV, radio and print promotions - Annual brochure distribution

Prospective Actions

Performance Rating:

Variance Report Annual Ex & recruitment conducted in Nov/Dec 08

• Result Measure (Title): Annual recruitment and exercising of Disaster

Coordination Centre staff • Result Target: Conduct Annual DCC recruitment and exercise

– including feedback • Reporting Frequency: Annually • Performance Assessment: Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Reimbursement of NDRRA expenditure • Result Target: Minimum of monthly claims less expenditure rates are

exceeding $100K a month, in which case more frequently.

• Reporting Frequency: Quarterly Performance Assessment: Cyclones Larry/ Monica Claim The NDRRA works for the Cyclones Larry/Monica claim have now been finalised, except for the following job: Former Douglas Shire Council Claim – Bloomfield Causeway: NDRRA Works for Feb/March 2008 Monsoonal Flooding Claim still underway. New NDRRA claims submitted for TCS Charlotte and Ellie.

Prospective Actions

116



TSDM YTD Actual ($)

YTD Budget Revised

($)



Revenue 9,175,203 9,010,699 164,504 2 Expenditure 9,850,556 9,718,069 (132,486) (1)

117


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 include construction of municipal civil engineering projects, programmed & 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

ACTIVITY: Cairns Works Management Mission To provide professional, technical and practical management of Cairns Works Business Unit.

Output Title: Output Description: 1. Profit from business unit activity A positive EBIT result for the year from Type 2 business unit

operations 2. Program management Overseeing the delivery of programs including capital works

projects and maintenance programs 3. Quality Assurance Certification QA Certification to ISO 9001 of Branch work practices

Officer Responsible: Manager Cairns Works



(enter ) No *

(enter X) 1. Complete program for provision of

traineeships / cadetships and recognition scheme

Self Assessment Performance Reviews

Jun 2009

2. Expand SLAs to cover all supplier and customer relationships (in particular with new customers as part of the amalgamated Council organisational structure)

Self Assessment Ongoing

3. Review fleet, small plant and floating tool charge out arrangements

Self Assessment Jun 2009 75 X

4. Complete expansion of quality management system throughout Cairns Works in preparation for follow up audit

Quality Assurance Certificate Corporate Plan 10.4.1

Oct 2008


Corporate Requirement Ongoing

* Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target: 3 – new supply contract for a number of items of equipment / plant being introduced.

118


Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory) Performance Rating:

Variance Report

• Result Measure (Title): Branch Profit Result • Result Target: Minimum profit margin of 2% (EBIT) • Reporting Frequency: Annually • Performance Assessment: To be determined when all financial

transactions have been completed.

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Retention of QA Certification • Result Target: Total compliance with requirements for

certification • Reporting Frequency: Annually • Performance Assessment: Third Party Quality Assurance Surveillance

Audit carried out in April with no non- compliance matter to be followed up on. DMR Quality Assurance Audit carried out in May with no non- compliance matters raised.

Prospective Actions


CWMA YTD Actual ($)

YTD Budget Revised

($)



Revenue 17,963,125 17,080,501 882,624 5

FAVOURABLE • Reasons: Income associated with

labour hours greater than budgeted.

Expenditure 18,094,589 18,639,968 545,378 3

FAVOURABLE • Reasons: COIL failure to charge

out to Clients all costs results in higher total here – in addition an accounting anomaly due to the 15 month year (Dividend expense for 2007/08 reported as 2008/09) increases expenses by $1,764,152 not budgeted

NOTE: The Dividend Expense for the period April 2008 to June 2008 was recognised and paid in the 2007/2008 financial year for tax purposes but recognised in 2008/2009 for Council financial processes. This was due to Council’s 2007/2008 financial year ending in March 2008 while for tax purposes, 2007/2008 financial year ended in June 2008

119


ACTIVITY: 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. Output Title: Output Description: 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 divisional and other minor works that do not require third party project management

2. External Projects Civil construction projects for external parties. Officer Responsible: Construction and Commercial Works Manager (C&CWM)



(enter ) No *

(enter X) 1. Review of Construction Unit Business Plan Performance

Review Jun 2009 75 X 2. Project Management training completed for

Senior Supervisors Self Assessment Jun 2009 75 X

* Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target: 1 - Further review of the Construction Unit Business Plan based on the soon to be approved Capital Works Program is required. 2 – Continue the development in the new financial year of the Project Management internal process based on proposed corporate framework. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

? Variance Report Expenditure on internal projects has exceeded revenue.

Financial Performance (Internal) - 3659

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000


$

Expenditure Revenue

Result Targets: Minimum 2% profit margin

Prospective Actions There are some staged projects that the revenue will only be recognised in the new financial year.

120


Performance Rating:

Variance Report

• Result Measure (Title): Customer surveys • Result Target: 80% satisfaction • Reporting Frequency: Annually • Performance Assessment: Letters of appreciation from clients (both internal

and external) have been received and recorded in QA system during the year. Anecdotal feedback (much of this positive from community and has been received via letters and within media items.

Prospective Actions

Performance Rating:

Variance Report External Revenue is 14.5% greater than Expenditure.

Financial Performance (External) - 3656 & 3658

01,000,0002,000,0003,000,0004,000,0005,000,0006,000,0007,000,000

Jul

Aug Sep OctNov Dec Ja

nFeb Mar Apr

May Jun

$

Expenditure Revenue

Result Targets: Minimum 7% profit margin

Prospective Actions Nil (this is a good situation) – relatively unchanged.


CWWO YTD Actual ($)

YTD Budget Revised

($)



Revenue 38,875,859 45,264,625 (6,388,766) (14)

UNFAVOURABLE • Reasons:

Some large projects delayed but are now in progress

• Implication/Action: Continue high project output while weather conditions are favourable.

Expenditure 40,752,377 43,500,375 2,747,999 6

FAVOURABLE • Reasons: Delayed reaction to slow

down of expenditure due to wet weather improving

• Implication/Action:. Monitor revenue to expenditure ratio from project estimation viewpoint.

121


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 DMR as a contractor.

Output Title: Output Description: 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.

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.

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. Advisory role for main roads asset management

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

Officer Responsible: Construction and Commercial Works Manager (C&CWM)



(enter ) No *

(enter X) 1. Expansion of RMPC scope / level of

service with DMR reps RMPC Contract Jun 2009

2. Incorporate two previous Council RMPC arrangements in one contract including revision and updating of asset data collection and unit rates.

Corp & DMR software packages Oct 2008

* Variance Report for Initiatives not on target:

* Prospective Actions for Initiatives not on target:

Meeting with RMPC reps occurred during April – no expansion of Council managed contract at this time. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

Variance Report

• Result Measure (Title): Compliance with contract • Result Target: All work completed with no WINs recorded • Reporting Frequency: Annually • Performance Assessment: No formal reviews occurred during the year

due to changes with personnel / Government Departments within client’s workplace. There were no WINs recorded and anecdotal feedback has been very positive – especially given this was the first contract with the amalgamated Council.

Prospective Actions

122



3654 YTD Actual ($)

YTD Budget Revised

($)



Revenue 2,024,304 1,738,868 285,436 16

FAVOURABLE • Reasons:

Additional works requested by DMR • Implication/Action:

Reviewed and made some minor adjustments to contract rates for next financial year – revenue matching expenditure

Expenditure 1,993,062 1,946,036 (47,026) (2)

123


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 for presentation standards which enhance the image and character of the Cairns region.

Output Title: Output Description: 1. Road Maintenance Pavement and surfacing repairs and treatments to maintain

pavement integrity and safe travel conditions for Council controlled roads.

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.

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

4. Parks 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.

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

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

Officer Responsible: District Maintenance Coordinators (DMCs) – Far North, North, Central and Southern

Districts On Target Operating Initiative Status Relevant



No * (enter X)

1. Carry out review and refinement of all Maintenance Management Plans

Asset Management

Plans Ongoing

2. Implement options of data communication into the field (including time and plant info) subject to AMDP Project Plan.

AMDP system Jun 2009 On hold

3. Compare consistency of service delivery across the districts (and benchmark with like businesses) – part of MMP review

OFI Ongoing

4. Review and re-define all depot and precinct depot requirements (part of AMDP considerations).

Corporate depot

development strategy

Jun 2009 On hold

5. Growth budget detail capture OFI Feb 2009

* Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target: 1 – Review of maintenance activities includes the confirmation of service levels which will allow agreed levels of affordable service once completed. 2. Proof of concept for details on data to be collected for parks maintenance and trial to begin next month. This will set the scene for smooth expansion to electronic data communication into the field. 4. Review of depots is about to re-commence.

124



Performance Rating:

? Variance Report Variance increasing – actual greater than budget.

Transport Infrastucture Maintenance Expenditure (Functions 3660;3661;3662;3663) 2008/2009

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

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

Actual 08/09 Budget 08/09 Programmed Cash Flow

Result Targets: Budget to actual comparisons to be within 5%

Prospective Actions Cost associated with some of the growth requirements pushed total beyond budget amount.

Performance Rating:

Variance Report Variance remained relatively constant over final three month period.

K&C Maintenance Expenditure (Function 3664) 2008/2009

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000



Result Targets: Budget to actual comparisons to be within 5%

Prospective Actions

125


Performance Rating:

Variance Report Variance reduced over final period.

Traffic Facilities Maintenance Expenditure (Functions 3665 & 3667) 2008/2009

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000



Prospective Actions

Performance Rating:

Variance Report Variance reduced over final period.

Street Sweeping Expenditure (Function 3666) 2008/2009

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000



Prospective Actions

126


Performance Rating:

X Variance Report Variance constant over final two periods. Actual costs significantly greater than budget due to asset renewal works funded through bridge maintenance accounts.

Bridge Mtce Expenditure (Function 3668) 2008/2009

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000



Prospective Actions Bridge repair / replacement works undertaken – these types of works will are to be capitalised and will be considered as capital works in future budgets.

Performance Rating:

X Variance Report Whilst actual is significantly greater than programmed YTD budget, the variance remained steady since large expenditures were required earlier in the financial year.

Footpath Mtce Expenditure (Function 3670) 2008/2009

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000



Prospective Actions Footpath renewal work (as part of capital works program) has commenced. This program is likely to be overspent.

127


Performance Rating:

Variance Report Final periods higher rate of expenditure did not occur.

Transport Facilities Mtce Expenditure (Functions 3673 & 3674) 2008/2009

$0

$50,000

$100,000

$150,000

$200,000

$250,000



Prospective Actions Program held back due to other over expenditures.

Performance Rating:

Variance Report Expenditure in line with budget estimates.

Underground Drainage Mtce Expenditure (Function 3675) 2008/2009

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000



Prospective Actions

128


Performance Rating:

X

Variance Report Some large expenditure has been necessary over the last few months following a number of significant storm events. This has resulted in expenditure exceeding budget for lined drain maintenance.

Lined Drains Mtce Expenditure (Function 3677) 2008/2009

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000



Prospective Actions Council’s programmed drainage maintenance .generally minimises substantial reactive works. However significant events do require reactive works such as those carried out in recent months.

Performance Rating:

?

Variance Report Final month expenditure reduced to lessen the variance..

Unlined Drains Mtce Expenditure (Function 3680) 2008/2009

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000



Prospective Actions

129


Performance Rating:

Variance Report On budget

Parks Infrastructure Mtce Expenditure (Function 3688) 2008/2009

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000



Prospective Actions

Performance Rating:

Variance Report Variance remained constant over second half of the year.

Foreshore Infrastructure Mtce Expenditure (Function 3691) 2008/2009

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000



Prospective Actions

130


Performance Rating:

Variance Report Variance remaining constant over second half of the year.

Cleansing Expenditure (Functions 3694 & 3695) 2008/2009

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000



Prospective Actions

Performance Rating:

Variance Report Seasonally adjusted customer request numbers have remained constant this month due to continued good weather conditions but remain very high due to the events at the beginning of the year.

Result Target: Maintenance request numbers and % of completion to be monitored.

Prospective Actions Review requests during maintenance activities review project to determine any necessary corrective actions.

Number of Public Requests - seasonally adjusted rolling report

6846 68897082 7153

7387 7333

7675

7986

7773 7770

7554 7609

5000

5250

5500

5750

6000

6250

6500

6750

7000

7250

7500

7750

8000

Jul-08 Aug-08

Sep-08

Oct-08

Nov-08

Dec-08

Jan-09

Feb-09

Mar-09

Apr-09

May-09

Jun-09

Num

ber

Total

131


Performance Rating:

Variance Report Pothole patching has again been the most prevalent defect to be repaired – this has been the case for the majority of the year. The climatic conditions and the amount of vegetation will mean that issues of control will always be high.

Number of actioned defects by Type for (Top 10)

363

273

84 63 61 59 42 41 32 23

050

100150200250300350400450500

Pothole Patching

Tree and Vegetation Control

Sign Maintenance

Concrete Path Repairs

Shoulder Edge Break Repair

Street and Park Litter Collection

Unlined Drain Cleaning

Kerb and Channel Repairs

Patching Heavy

Playground Equipment Maintenance

Number of defects actioned

Prospective Actions Review of pavement management system and development of reseal / rehab program is required.

132


Performance Rating:

Variance Report Completed proactive (not subject to request from public) requests has increased over this month – this would indicate more capacity to deal with programmed work following a period of predominant reactive maintenance defect treatments.

MMS (Proactive Maintenance) Defects

767872

924 889

741661

1220

1715

11581042 1026

1219

364443

643

454531

349398

537

267337

574

274

0

200

400

600

800

1000

1200

1400

1600

1800

2000

Jul-08

Aug-08

Sep-08

Oct-08

Nov-08

Dec-08

Jan-09

Feb-09

Mar-09

Apr-09

May-09

Jun-09

Num

ber

Completed defects Identified defects

Prospective Actions Nil Identified defects increased back to pre budget preparation levels.

133


Performance Rating:

Variance Report:

Result Measure (Title): Frequency of (Operational) Programmed Maintenance rounds. • Result Target: (Horticultural) Rounds to be not greater than 6 weeks

Sweeper Rounds to be not greater than 12 weeks • Reporting Frequency: Monthly • Performance Assessment:

Programmed Maintenance - Road Sweeping and Parks Precinct Average

Cycle Time

(weeks)

Target Achieved

*

Comments (mandatory if X)

GROUND MAINTENANCE Far North 3.4 North 5.8 Central 6.2 X Cycle times in Central are above result

target. External resourcing arrangements are in place to reduce and growth is not significant.

South 4.6 MOWING Far North 5.3 North 2.8 Central 2.4 South 2.9 SUBURBAN SWEEPING RUNS Far North 10 North 10 Central 14 X South 13 X SPECIAL SWEEPING RUNS (SEE BELOW) CBD(Central) – Nightly Central – Weekly Far North – Weekly South – Weekly North – Fortnightly South – Fortnightly North – Monthly

* = Rounds completed within result target X = Rounds not completed within result target

Prospective Actions Generally mowing and grounds maintenance are within target levels except in Central with the largest increase in asset are occurring. Sweeping frequencies are within target requirements except in Central and South – some special sweeps will be removed from schedule in new financial year to reduce these increasing cycle times.

134


Suburban Sweeping

Suburban Sweep District DivisionLast Sweep

(During Week Ending) Next Sweep

(During Week Ending) Aeroglen North 8 12/06/2009 14/08/2009Bayview Heights Central 3 & 4 12/06/2009 18/09/2009Bentley Park South 3 15/05/2009 31/07/2009Brinsmead Central 6 26/06/2009 02/10/2009Buchans Point North 10 22/05/2009 17/07/2009Bungalow Central 4 & 5 15/05/2009 21/08/2009Caravonica North 9 29/05/2009 31/07/2009Clifton Beach North 10 15/05/2009 10/07/2009Clifton West North 10 22/05/2009 24/07/2009Cooya Beach Far North 10 15/05/2009 03/07/2009Daintree Township Far North 10 05/06/2009 31/07/2009Earlville Central 4 29/05/2009 11/09/2009Edge Hill Central 7 & 8 10/04/2009 17/07/2009Edmonton South 2 01/05/2009 10/07/2009Freshwater Central 8 19/06/2009 25/09/2009Gordonvale South 1 10/04/2009 26/06/2009Holloways Beach North 8 19/06/2009 21/08/2009Kamerunga North 6, 8 & 9 29/05/2009 07/08/2009Kanimbla Central 4 03/04/2009 10/07/2009Kewarra Beach North 9 15/05/2009 10/07/2009Kewarra West North 9 22/05/2009 24/07/2009Killaloe Far North 10 26/06/2009 21/08/2009Lake Placid North 9 29/05/2009 07/08/2009Machan's Beach North 8 19/06/2009 21/08/2009Manoora Central 5 & 7 17/04/2009 24/07/2009Manunda Central 5 & 7 01/05/2009 07/08/2009Mooroobool Central 4 & 5 24/04/2009 31/07/2009Mossman suburbs Far North 10 22/05/2009 03/07/2009Mt Sheridan South 3 05/06/2009 14/08/2009Newell Beach Far North 10 29/05/2009 10/07/2009North Cairns Central 5 & 7 22/05/2009 04/09/2009North Mossman Far North 10 29/05//2009 10/07/2009Palm Cove North 10 22/05/2009 17/07/2009Palm Cove West North 10 22/05/2009 17/07/2009Parramatta Park Central 5 & 7 08/05/2009 14/08/2009Port Douglas suburbs Far North 10 26/06/2009 07/08/2009Portsmith Central 1 & 5 15/05/2009 28/08/2009Redlynch North 6 12/06/2009 14/08/2009Smithfield North 8 & 9 29/05/2009 31/07/2209Smithfield East North 9 26/06/2009 28/08/2009Sommerset and port views Far North 10 29/05/2009 17/07/2009

135


Suburban Sweep District DivisionLast Sweep

(During Week Ending) Next Sweep

(During Week Ending) Stratford North 8 12/06/2009 14/08/2009Trinity Beach North 9 08/05/2009 03/07/2009Trinity Park North 8 & 9 26/06/2009 28/08/2009Trinity West North 9 22/05/2009 24/07/2009Westcourt Central 5 01/05/2009 07/08/2009White Rock South 3 26/06/2009 28/08/2009Whitfield Central 6, 8 & 7 27/03/2009 03/07/2009Wonga Far North 10 05/06/2009 24/07/2009Woree Central 3 15/06/2009 11/09/2009Yorkeys Knob North 8 26/06/2009 28/08/2009 Nightly Sweeping – Higher Level of Service as requested Dates shown are for week ending

5-Ju

n-09

12-J

un-0

9

19-J

un-0

9

26-J

un-0

9

3-Ju

l-09

10-J

ul-0

9

17-J

ul-0

9

24-J

ul-0

9

31-J

ul-0

9

7-A

ug-0

9

14-A

ug-0

9

21-A

ug-0

9

28-A

ug-0

9

Nightly District Cairns CBD Central The CBD nightly sweeps are continuing as programmed Weekly Sweeping – Higher Level of Service as requested Dates shown are for week ending

5-Ju

n-09

12-J

un-0

9

19-J

un-0

9

26-J

un-0

9

3-Ju

l-09

10-J

ul-0

9

17-J

ul-0

9

24-J

ul-0

9

31-J

ul-0

9

7-A

ug-0

9

14-A

ug-0

9

21-A

ug-0

9

28-A

ug-0

9

Weekly District McCormack St (Traders Lane) Central Reservoir Rd (Shops) Central Koch St (Raintrees S C) Central Hoare St (Shops) Central Eureka & Gatton St (TAFE College) Central Anderson St (Ambulance) Central Little St (Cominos House) Central Sheridan St (Cairns High 4 sides) Central Martyn St Depot Central Botanical Gardens Central Collins Avenue & 5 ways Central Freshwater School Central Condition monitored and swept weekly if required. Gordonvale CBD South Edmonton CBD South Mulgrave Rd South Babinda Area (eg Munro St) South

136


Dates shown are for week ending

5-Ju

n-09

12-J

un-0

9

19-J

un-0

9

26-J

un-0

9

3-Ju

l-09

10-J

ul-0

9

17-J

ul-0

9

24-J

ul-0

9

31-J

ul-0

9

7-A

ug-0

9

14-A

ug-0

9

21-A

ug-0

9

28-A

ug-0

9

Sugar World South Port Douglas Far North Mossman CBD Far North

Weekly sweeping is running to program.

Fortnightly Sweeping – Higher Level of Service as requested


5-Ju

n-09

12-J

un-0

9

19-J

un-0

9

26-J

un-0

9

3-Ju

l-09

10-J

ul-0

9

17-J

ul-0

9

24-J

ul-0

9

31-J

ul-0

9

7-A

ug-0

9

14-A

ug-0

9

21-A

ug-0

9

28-A

ug-0

9

Fortnightly District Forest Garden Drive South Trinity Anglican School South WhiteRock School South Progress Rd South Foster Road South Hardy Road South Robert Rd South Bentley School South St Teresa School South Supply Rd Industrial Area South Swallow Rd Industrial Area South Hambledon School South Hambledon Drive South Walker Rd South Mt Peter Rd South Kern St Industrial Area South Aloomba School South Fishery Falls Hotel South Palm Cove Esplanade North Trinity Beach Esplanade North

Fortnightly sweeping program is running to program.

137


Monthly Sweeping - Higher Level of Service as requested


5-Ju

n-09

12-J

un-0

9

19-J

un-0

9

26-J

un-0

9

3-Ju

l-09

10-J

ul-0

9

17-J

ul-0

9

24-J

ul-0

9

31-J

ul-0

9

7-A

ug-0

9

14-A

ug-0

9

21-A

ug-0

9

28-A

ug-0

9

Monthly District Clifton Beach Esplanade North Kewarra Beach Esplanade North Yorkey's Knob Esplanade North Holloways Beach Esplanade North Machan's Beach Esplanade North Cairns Water McGregor Rd North

Monthly sweeping program is running to program. Operating Budget Assessment:

CWMI YTD Actual ($)

YTD Budget Revised

($)



Revenue 42,228,578 40,644,638 1,583,940 4

FAVOURABLE • Reasons:

Additional (growth) works required • Implication/Action:

Expenditure 42,228,574 40,642,255 (1,586,320) (4)

UNFAVOURABLE • Reasons:

Additional (growth) works required • Implication/Action:

138


BRANCH CAIRNS FLEET Mission: By providing a sustainable quality of fleet service to our customers we will

contribute to the success of our Council and its teams. Officer Responsible: Manager Cairns Fleet

ACTIVITY: Management & Support

Mission To provide professional, technical and practical management of Cairns Fleet Business Unit.

Output Title: Output Description: 1. Branch Management Provide overall management of the resources available to

Cairns Fleet 2. Profit from Type 3 Business Unit activity Generate a positive profit result (EBIT) for the year. 3. Fleet policy and performance criteria Consistency and fairness in the treatment of plant and vehicle

matters across council 4. Fleet asset hire rates Fleet asset hire rates, updated annually 5. Fleet Management System Administration of Fleet Management System

Officer Responsible: Manager Cairns Fleet




No * (enter X)

1. Review Cairns Fleet Asset Management Plan

Self Assessment Nov 2008

2. Implement Martyn Street Depot Master Plan in relation to Cairns Fleet’s requirements

Self Assessment Oct 2008

3. Review current fleet policy and fleet performance expectations to ensure it is reflective of current and future Council requirements


4. Develop a customer relationship plan that embraces improvement by Cairns Fleet staff in service levels, attitude, behaviour, liaison, added value, and continued improvement.

Self Assessment

Jun 2009



* Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target: Council Vehicle Stats.

Vehicle Category Inventory Passenger 45

Light Commercials 263 Heavy Trucks 146

Energy Efficient - Hybrid 4

139



Performance Rating:

Variance Report

• Result Measure (Title): Customer Survey • Result Target: 90% • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Branch Profit Result • Result Target: Minimum profit margin of 2% • Reporting Frequency: Annually (by October) • Performance Assessment:

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Customer Survey • Result Target: Cairns Regional Council - all Departments and

Branches • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions

140


Performance Rating:

Variance Report

• Result Measure (Title): Fleet Green House Emissions • Result Target: By 10% annually, with target of 20% by end of

2010 • Reporting Frequency: Quarterly • Performance Assessment:

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Effective management of fleet asset data • Result Target: Less than 2% error rate • Reporting Frequency: Quarterly • Performance Assessment: Matman data on Fleet Assets is now satisfactory

Prospective Actions

Performance Rating:

Variance Report

Overall level of utilisation of Council Fleet

9293949596979899

100101


Perc

enta

ge

Actual Utilisation Budgeted projected percentage

Result Targets: 95% utilisation

Prospective Actions

141


Performance Rating:

Variance Report

• Result Measure (Title): Achievement of competitive hire rates with

external market • Result Target: At least 10% below average market rates • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions


3870 YTD Actual ($)

YTD Budget Revised

($)



Revenue 0 0 0 n/m

Expenditure (69,563) 63,566 133,129 209

FAVOURABLE • Reasons: Budget allocation for

distribution of corporate overheads. • Implication/Action: Revision of

budget.

142


ACTIVITY: Fleet Hire Services Mission To provide an internal fleet hire service that adds value to customer outcomes through effective

plant and fleet resource planning, allocation, and deployment. Output Title: Output Description: 1. Plant allocation The logistic management in sourcing and positioning vehicle

and plant to meet customer short term wet or dry hire requirements and expectations.

2. Supervision of fleet hire contracts , including Owner/Drivers

The day to day supervision of fleet hire contractors in the sourcing and allocation of customer requirements, the inspection of hire plant and vehicles, assessment of operator and driver skills and experience, and performance.

3. Approval for payment and cost allocation for short term fleet hire

Cross referencing Contractor Daily Dockets with their invoices, and Plant Allocation forms, and approval for payment. The input of contractor costs for customer internal costing.

Officer Responsible: Supervisor Fleet & Hire



(enter ) No *

(enter X) 1. Review Contract Management

documentation and processes to provide a more robust framework for meeting the needs of contractors and users.

Self Assessment Oct 2008

2. Plant Operator Training. Requirement for a Certified Trainer for new and existing Plant Operator training requirements for Fleet Hire Services and internal customers (Cairns Works and Cairns Water & Waste) competencies).


3. Review of plant allocation process to improve logistic support for Customers.

Self Assessment Jul 2008


Performance Rating:

Variance Report

• Result Measure (Title): Customer feedback regarding the quality of

customer service, vehicles, plant and plant operators deployed.

• Result Target: 90% satisfaction level • Reporting Frequency: Six monthly • Performance Assessment:

Prospective Actions

143


Performance Rating:

Variance Report

• Result Measure (Title): Contractor feedback regarding the

administration of fleet hire contracts • Result Target: 90% satisfaction level • Reporting Frequency: Annually • Performance Assessment:

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Numbers of Work Improvement Notices (WINs)

in relation to contractor performance • Result Target: <10 per quarter • Reporting Frequency: Annually • Performance Assessment: Nil WIN’s

Prospective Actions


3871 YTD Actual ($)

YTD Budget Revised

($)



Revenue 15,603,319 14,446,996 1,156,322 8

FAVOURABLE • Reasons: Higher utilisation of fleet

assets. Much higher than expected external hire requirements.

• Implication/Action: Review and adjust rate charges for next budget review.

Expenditure 14,589,604 14,335,966 (253,638) (2)

144


ACTIVITY: Fleet Asset Management

Mission Planning and monitoring delivery of a modern and functional, cost-effective fleet.

Output Title: Output Description: 1. Fleet Acquisition Plan The establishment of a replacement and additional fleet asset

procurement plan in accordance with agreed replacement criteria.

2. Fleet disposal program Delivery of annual fleet disposal program in consultation with procurement, external auctioneers and fleet wholesalers. The provision of a disposal service for available fleet items that include trade-in, tender, or auction methods of disposal.

3. Fleet values and disposal reserves The establishment and adoption of fleet asset end of life values for internal hire purposes and reserve values for disposal purposes.

4. Fleet hire rates

The development and implementation of fleet hire rates that will recover capital and operational costs throughout an economic life for each fleet asset and be competitive with external market rates.

Officer Responsible: Fleet Asset Engineer



(enter ) No *

(enter X) 1. Review asset replacement and disposal

process for Heavy Commercial vehicles AMDP Dec 2008

2. Develop a Five Year Fleet Asset Replacement Program and a Ten Year forward Plan

AMDP Mar 2009

3. Conduct a customer survey on service and performance

Business Plan

Feb 2009 95% x

* Variance Report for Initiatives not on target: 3. Delays in preparation * Prospective Actions for Initiatives not on target: 3. Being implemented. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

Variance Report

Achievement Of annual acquisition plan

0

20

40

60

80

100


Perc

enta

ge

% fleet asset procurement Target

Result targets: 90%

Prospective Actions

145


Performance Rating:

Variance Report

Replacements delivered within agreed timeframe

-10

10

30

50

70

90

110


Perc

enta

ge

% delivered within agreed timeframe Target

Result targets: 80%

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Customer Satisfaction • Result Target: 90% • Reporting Frequency: Annually • Performance Assessment: High acceptance of replacements

Prospective Actions

Performance Rating:

Variance Report

Achievement Of Annual Fleet Disposal Program

-10

10

30

50

70

90

110


Perc

enta

ge

% of plant disposal Target

Result targets: 95% of vehicles and plant eligible for disposal

Prospective Actions

146


Performance Rating:

Variance Report

Achievement Of Fleet Asset Values at Disposal

80828486889092949698

100


Perc

enta

ge

% of hire rate disposal value Target

Result targets: At least 90% of hire rate disposal value

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Fleet hire rates lower than external hire • Result Target: 90% of hire categories are at least 10% lower

than market averages. • Reporting Frequency: Annually • Performance Assessment: Consistently competitive with external hire rates.

Prospective Actions


3873 YTD Actual ($)

YTD Budget Revised

($)



Revenue 14,990,288 15,091,848 (101,560) (1) Expenditure 12,480,635 12,582,290 101,655 1

147


ACTIVITY: Fleet Workshops

Mission To provide best practice mechanical services to internal customers of Cairns Regional Council.

Output Title: Output Description: 1. Mechanical servicing and repairs to fleet

assets Service delivery in accordance with Service Level Agreements

2. Fleet Assets servicing Fleet Assets serviced within their schedule Officer Responsible: Team Leader Fleet Mechanical Services




No * (enter X)

1. Revision of vehicle servicing costs and benchmark to external market

Self Assessment Feb 2009

2. Conduct a customer survey of services and performance


3. Review of workshop production and organisational structure

Self Assessment Nov 2008 95% x

* Variance Report for Initiatives not on target: 3. Availability of key staff and other priorities stalled this review. * Prospective Actions for Initiatives not on target: 3. Commenced implementation. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

Variance Report

• Result Measure (Title): Customer survey • Result Target: 90% satisfaction • Reporting Frequency: Six monthly • Performance Assessment: Improving result. More work on communicating

delays.

Prospective Actions

148


Performance Rating:

Variance Report

• Result Measure (Title): Percentage of all assets serviced within agreed

scheduled timeframe • Result Target: 80% • Reporting Frequency: Six monthly • Performance Assessment: Rated very high in this performance.

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Competitive servicing costs to external market • Result Target: Within 10% • Reporting Frequency: Annually • Performance Assessment: High corporate overheads has resulted in very

high labour rates applied, little margin left.

Prospective Actions


TSFW (3872,3874,

3875)

YTD Actual ($)

YTD Budget Revised

($)



Revenue 7,837,262 7,275,433 561,829 8

FAVOURABLE • Reasons: Higher costs to repair

aging assets. • Implication/Action: Maintain

balance between expenditure and its recovery.

Expenditure 8,634,570 7,795,460 (839,110) (11)

UNFAVOURABLE • Reasons: Higher work and parts

content mainly due to aging fleet and higher prices.

• Implication/Action: Improve replacement of aged assets. Review work content and job charging.

149


ACTIVITY: Metal Fabrication

Mission To provide Best Practice for metal fabrication services to fleet and fixed installations for Cairns Regional Council

Output Title: Output Description: 1. Production of metal fabrication and repair

services The provision of a range of metal fabrication and repair services for internal customers through job quotation system.

Officer Responsible: Team Leader Fleet Mechanical Services



(enter ) No *

(enter X) 1. Review of metal fabrication processes

including communication, system support and value adding.

Self Assessment Ongoing


Performance Rating:

Variance Report

• Result Measure (Title): Customer survey • Result Target: 90% satisfaction • Reporting Frequency: Six monthly • Performance Assessment: Very highly rated in workmanship and cost

acceptance.

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Competitive cost to external market • Result Target: Within 10% • Reporting Frequency: Annually • Performance Assessment: High corporate overheads has resulted in high

labour rate. Little margin remains.

Prospective Actions

150



3874 (Function

reported above in TSFW)

YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,510,224 1,148,988 361,237 31

FAVOURABLE • Reasons: Increased productivity

and workload continues. • Implication/Action: Review of

labour rate. Expenditure 1,466,347 1,430,995 (35,351) (2)

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