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Agenda – Works & Services Committee 15/1/08 - #1633145

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WORKS & SERVICES COMMITTEE

15 JANUARY 2008

2 CITY WORKS & SERVICES MONTHLY REPORT FOR MONTH OF DECEMBER 2007 John Hawkes: sjc: 1/3/83-06: #1631877

RECOMMENDATION: That this report be noted.

INTRODUCTION: The City Works & Services Monthly Report for 2007 includes Branch Reports from: City Works & Services – Management & Support Business Support Services Project Services Precincts & Facilities Technical Support Services Infrastructure Management Cairns Works (Annual Performance Plan) Cairns Fleet

CONSIDERATIONS: Comment: This document reports on performance against the 2007 / 2008 Operational Plan. It should be noted that it only incorporates those activities that are reported on a monthly, quarterly and six monthly basis. John Hawkes General Manager City Works & Services


14

DIVISION CITY WORKS & SERVICES

Mission To provide community infrastructure and services (transport, drainage, parks,

foreshores, sport and recreation) to a level of excellence that significantly contributes to Cairns becoming the best regional city in Australia and Asia Pacific, by being business focussed, innovative and consultative.

Officer Responsible General Manager – City Works & Services – John Hawkes

ACTIVITY: CITY WORKS & SERVICES MANAGEMENT & SUPPORT Mission To enable the Divisional 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 Divisional 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

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

3 Policies and Administrative Instructions relevant to Divisional 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 Division

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 Division 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 Divisional 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 City Works & Services – John Hawkes

On Target Operating Initiative Status Relevant Linkage(s)

Due Date Complete (enter %) Yes

(enter ) No *

(enter X) 1. Integrate the ‘Adopt a Park’ initiative into

the precinct management program with a park in each precinct.

Corporate Plan 10.4.1

Jun 2008


15

2. Extend the number of Type 3 business

units in the Division to include Systems Support Unit in the Technical Support Services Branch..

Self Assessment Corporate

Plan 10.4.1

Jun 2008

3. Further increase the number of Partnership Cairns by 20%.


Jun 2008

* 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 On Target Revenue is 8% over budget and expenditure 2% under budget.

Divisional 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 Division in the range of 0% to 5% under budget. Revenue for the Division no more than 1% under budget.

Prospective Actions

Performance Rating:

? Variance Report

Divisional Capital Budget Performance

020406080

100

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

Budget % spend actual & committals Budget % spend target

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

Prospective Actions Actual expenditure to be accelerated subject to resource availability.


16

Performance Rating:

? Variance Report Reflects the temporary secondment of maintenance resources to assist construction activity.

Resident Response System (RRS) Divisional performance

050

100150200250300350400


Outstanding Requests Overdue RequestsOverdue Requests 06/07

Result Targets: Number of overdue requests at the end of each month trending downwards from 2005-06 levels.

Prospective Actions Catch up expected over coming months.

Performance Rating:

Variance Report

Divisional Safety Performance - Lost Time Injury Frequency Rate

05

10152025303540


LTIF

R

Lost Time Injury Frequency Rate Council TargetYearly benchmark

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

Prospective Actions


17

Performance Rating:

? Variance Report No. of long term injuries involved and holding up level.

Divisional Safety Performance - Lost Time Injury Duration Rate

0

5

10

15

20


LTID

R

Lost Time Injury Duration Rate Council Target

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

Prospective Actions Concentrated effort to at least bring long termers back to work on light duties.

Operating Budget Assessment:

CSMA YTD Actual ($)

YTD Budget Revised

($)

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

Actions (where variance is +/- 2%)

Revenue 62,022 52,702 9,320 18

• FAVOURABLE • Reasons: Job Charging of Media

Support Unit has exceeded expectations ($10K)

• Implications / Actions: Increased Revenue to be reflected in 8MR

Expenditure 108,869 136,079 27,210 20

• FAVOURABLE • Reasons: Cadetship vacation

employment costs not due until Dec/Jan ($23K); other salary costs below budget due to leave taking.

• Implications / Actions: Will balance out during the year.


18

BRANCH BUSINESS SUPPORT Mission: Working together to deliver a tailored Business Support solution aligned with

our client's goals and expectations.

Officer Responsible: Co-ordinator Business Support – Carol Walker

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: 1. Branch management

CW&S Annual Budget and Budget Compilation 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

2. Financial Support for City Works & Services Division

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

3. Administration Support for City Works & Services Division

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.

4. Logistical Services for City Works & Services Division

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.

Officer Responsible: Co-ordinator Business Support – Carol Walker



(enter ) No *

(enter X) 1. Enhance budget responsibility by

monitoring budget performance line items Self

Assessment 4.7

Sep 2007

2. Establish the process of full recovery of Floating Plant and Loose Tools Store operations by on cost.

Self Assessment

4.8 Aug 2007

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


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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: Corporate timelines complied with for whole

period - budget approval / review in this quarter : CW&S met deadlines as per Financial Services requirements

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 measured before target set. • Reporting Frequency: Half Yearly • Performance Assessment: Measurement data yet to be determined to allow

meaningful reporting 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 measured before target set. • Reporting Frequency: Half Yearly • Performance Assessment: Documentation of BO Report menu proceeding

to enable meaningful reporting on this result Prospective Actions


20

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: Job Charging Acceptance - 97% Works request naming convention – 95% Client costing result – 97%

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: Transfers of Branch Operating costs system of

Branch Overheads charges have been developed to allow result target to be maintained

Prospective Actions

Administration Support

Performance Rating:

? Variance Report 83% coverage given

Percentage of Admin Staff establishment available for support

020406080

100


Num

ber o

f day

s

Days relief required Days relief given

Result Target: 95% backup provided for all annual leave > 5 days.

Prospective Actions


21

Performance Rating:

Variance Report

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

per data supplied from payroll and timekeeper availability.

• Result Target: 95% timely according to EBA and procedures • Reporting Frequency: Quarterly • Performance Assessment: Performance within targeted 95% range Prospective Actions

Performance Rating:

Variance Report No data available this month.

Outstanding & overdue request information from BO Reports, according to RRS Admin Instruction

020406080

100120140160180200

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

Num

ber l

ogge

d

Outstanding Requests Overdue Requests Total # Logged

Result Targets: 90% compliance with the RRS Admin Instruction Process

Prospective Actions Update next quarter.

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: Level of delivery service maintained throughout

the whole period

Prospective Actions


22


CSBS YTD Actual ($)

YTD Budget Revised

($)



Revenue 340,150 333,386 6,765 2

Expenditure 487,870 518,627 30,757 6

• FAVOURABLE • Reasons: Under expenditure on

Salaries ($46K) partially off-set by increased agency replacement costs ($29K)

• Implications / Actions: Vacancies to be monitored to ensure that agency costs do not exceed savings


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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. Branch Management 2. Profit from Business Unit Activity Generation of a positive EBIT result for year from Type 3

business unit operations 3. Capital Works Projects Completed infrastructure projects and master plans delivered

in accordance with Council’s Customer Capital Works Program.

4. 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.

5. 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 Cairns City Council

Corporate Plan 9.1.2 Div. Risk Register WS007/020/IM/PF Self Assessment 12.3, 12.2, 6.2

Jun 2008 20%

2. Implement a process to accelerate the design of capital projects to allow completion of a substantial portion of project designs the year before they are constructed. “Plans in the drawer the year before”

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

Jun 2008 15%


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Performance Rating:

Variance Report Nil

• Result Measure (Title): Project scope compliance • Result Target: Zero departures from approved scope • Reporting Frequency: Quarterly • Performance Assessment: All scope changes approved by clients.

Prospective Actions

Performance Rating:

? Variance Report Some timeframes extending

• Result Measure (Title): Project time compliance • Result Target: Achievement of all practical completion dates • Reporting Frequency: Quarterly • Performance Assessment: All timeframes generally within specified limits.

Some timeframes are extending – generally due to staff shortages both internally and within contractors and consultants.

Prospective Actions Continue to investigate innovative delivery methods

Performance Rating:

Variance Report Nil

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

and plans • Reporting Frequency: Quarterly • Performance Assessment: No significant quality issues.

Prospective Actions


25


CSPJ YTD Actual ($)

YTD Budget Revised

($)



Revenue 867,631 952,706 (85,075) (9)

• UNFAVOURABLE • Reasons: Due to staff vacancies • Implications / Actions: Adjust at

next budget review.

Expenditure 940,412 979,716 39,304 4

• FAVOURABLE • Reasons: High initial non

recoverable expense than expected – will normalise as year progresses. Charge out rate may need to be revised and is under review.

• Implications / Actions: Adjust at next budget review.


26

PROJECT DELIVERY CAIRNS WORKS

Total Cairns Works Project Deliveryas at 6 January 2008

89%

4%7%

Approved Bid Amount

Variations DesignRelated

Variations Client &Latent ConditionRelated

Total Cairns Works Project Deliveryas at 6 January 2008

Series1 24,825,022.83 1,017,081.91 2,004,902.04 27,731,364.16

Approved Bid Amount

Variations Design Related

Variations Client & Latent Condition

Total Project Cost

EXTERNAL CONTRACTORS CAPITAL WORKS EXPENDITURE REPORT

External Contractors

89%

4%7%

Contract Award

Variations DesignRelated

Variations Client &Latent ConditionRelated

External Contracts

Series1 11,662,907.13 132,737.31 582,093.57 8,046,752.13 12,377,738.01

Contract Aw ard Variations Design Related

Variations Client & Latent Condition

Progress Claims Paid

Total Project Cost


27

VALUE OF EXTERNAL CONTRACTS & CAIRNS WORKS CAPITAL PROJECTS

Proportion of External and Internal Delivery by Value

69%

31%Total Cairns Works

Total ExternalContracts

Value of External Contracts & Cairns Works Capital Projects as at 6 January 20087

Series1 27,731,364.16 12,377,738.01 40,109,102.17

Total Cairns Works Total External Total Capital Projects

December 2007


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Project Services Project Status 07/08

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

Jul-0

7

Aug-07

Sep-07

Oct-07

Nov-07

Dec-07

Jan-0

8

Feb-08

Mar-08

Apr-08

May-08

Jun-0

8

Date

Exp

endi

ture

Budget Total Cost Paid to date


29

BRANCH INFRASTRUCTURE MANAGEMENT Mission Planning, delivering and maintaining of sustainable services and

infrastructure through Transport, Drainage, Parks & Foreshore 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 • Tactical Asset Management for the asset portfolios of:

o Transport Infrastructure o Drainage Infrastructure o Buildings o Land o Community Development Facilities o Environmental Assessment Facilities o Sport & Recreation Facilities

Output Title: Output Description: 1. Branch Management 2. 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 This includes Disaster Mitigation Planning and the update, review, development and implementation of plans.

3. 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

4. Capital Works Program Management 5 Year Capital Works Program and Annual Capital Works Program Performance reports for Annual and 5 Year Capital Works Programs


30

5. Asset Accounting & Data Council’s asset register (incl. relevant policies & guidelines) 6. Customer Response & Works Investigations

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

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

Officer Responsible: Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X) 1. Complete Priority Infrastructure Plan

Corporate Plan 1.2.3 & 1.3.1

Oct 2008 80% X

2. Specify and implement a Council-wide project to improve the asset capitalisation process.

Corporate OFI Jun 2008 0%

* Variance Report for Initiatives not on target: 1. Delays in getting responses to first State Interest check have delayed process * Prospective Actions for Initiatives not on target: 1. Review program to determine if process can be accelerated. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory) Capital Works Program Management

Performance Rating:

? Variance Report Departure of key resources in Cairns Works in August significantly delayed works program delivery.

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

- excl Cairns Water

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

100%110%


% o

f com

plet

ion

Actual Expenditure Committals

Target Result Targets: 90% completion of Annual Capital Works Program by June 08

Prospective Actions Capacity has been re-established.


31

Customer Response and Works Investigations

Performance Rating:

Variance Report 36 of a total of 36 requests were resolved within 4 weeks representing 100%

Customer Response

-55

1525354555657585


Num

ber

Number of requests receivedNumber responded to within 4 weeks

Result Targets: 90% within 4 weeks

Prospective Actions Procedure has been amended to ensure that a response is sent to in-coming enquiries within 5 working days.


CSIM YTD Actual ($)

YTD Budget Revised

($)



Revenue 20,778 15,956 4,822 30

• FAVOURABLE • Reasons: Rental sundry: Annual lease fees

charged to Trinity Beach Comm, Saints Hockey, Barron Valley Gym : over $600 each

Fees: $3,750 Hedley Constructions - Hydraulic Impact Assessment revenue

• Implications / Actions:

Expenditure 1,796,994 2,110,569 313,575 15

• FAVOURABLE • Reasons: Timing issues: Consultancies $229K;

Compensation Payments $49K; Employee costs (vacancies) $38K

• Implications / Actions: Will balance as year progresses due to recent staff changes


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ACTIVITY: Transport

Mission To provide a safe, adequate, effective, efficient and sustainable transport system 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

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.


33

Officer Responsible: Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X) 1. Review Transport Strategy Corporate

Plan 2.1.1 Dec 2007 5% X 2. Complete development of a Total

Management Plan for Transport Corporate Plan 2.1.3 Dec 2007 0% X

3. Develop service standards / customer charter for Transport activity

Corporate Plan 2.1.3 Dec 2007 0% X

4. Develop road safety performance indicators


* Variance Report for Initiatives not on target: Resource issues have prevented progression. * Prospective Actions for Initiatives not on target: Resource issues have now been resolved to allow progression of initiatives. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory) Kerb & Channel

Performance Rating:

Variance Report Consistent within expected variance with previous year’s figures.

0

0.02

0.04

0.06

0.08

# of

com

plai

nts


# of reported complaints on serviceability of K&C/kilometre of K&C

Reported defects 2006/07 Reported defects 2007/08

Result Target: Decrease in reported defects compared to previous year

Prospective Actions Continue to monitor.


34

Footpaths & Cycleways

Performance Rating:

Variance Report Consistent with previous year’s figures.

Number Of Reported Defects Due To Surface Irregularities / 1000m

00.10.20.30.40.50.60.70.80.9

1


#

Actual - 2006/07 Actual - 2007/08

Result Target: Decrease in reported defects compared to previous year.


Roads Ancillary

Performance Rating:

? Variance Report Establishing normal levels.

# Of Reported Complaints On Presentation & Functionality of Street Furniture for

a) bins & seats b) signs

01020304050607080


#

Actual # of complaints for Bins & Seats Actual # of complaints for Signs

Result Targets: Target to be set



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CWTR YTD Actual ($)

YTD Budget Revised

($)



Revenue 8,202,576 6,837,939 1,364,636 20

• FAVOURABLE • Reasons: Higher than average

Contributed Assets YTD $5,470K (vs. budget $3,384K) and Developers Contributions YTD $2,207K (vs. budget $2,017K), partly offset by lower than anticipated receipt of Capital Grants & Subsidies $484K (vs. budget $1414K) due to lag in capital spending / timing


Expenditure 16,900,583 16,901,969 1,386 0


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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.


37

On Target Operating Initiative Status Relevant

Linkage(s) Due Date Complete

(enter %) Yes (enter )

No * (enter X)

1. Develop Drainage Strategy Corporate Plan 3.3.1 & 3.4.1

Mar 2008 25%

2. Develop three Drainage Management Plans Corporate Plan 3.4.1 Jun 2008 10%

3. Develop service standards/customer charter for drainage activity

Corporate Plan 3.4.1 Mar 2008 0%

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

Performance Rating:

Variance Report Result seems inconsistent with last years results.

Number Of Reported Complaints On Visual Amenity of Lined Drains

005

10152025


Num

ber

Actual 2006/07 Actual 2007/08

Result Targets: Decline in reported complaints compared to 2006/07.

Prospective Actions Review categorisation of complaints.

Unlined Drains

Performance Rating:

Variance Report Seems inconsistent with same period last year – seasonal due to access.

Operational Costs Per 100 sq Metres Of Unlined Channel

0

20

40

60

80


$

$ per 100 sq. metres 06/07 $ per 100sp. Metres 07/08

Results Targets: Compare to 2006/07 costs.

Prospective Actions Investigate with maintenance staff possible reason. Continue to monitor.


38

Flood Mitigation

Performance Rating:

Variance Report None reported. Recent significant events in January will result in incidents showing in next report.

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

0 0 0 00

0.5

1


Num

ber

Actual 2006/07 Actual 2007/08

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


Water Quality Infrastructure

Performance Rating:

?

Variance Report 60 traps cleaned.

% of pollutant traps & water quality management devices cleaned

050

100150


Num

ber

Number of pollutant traps Number of pollutant traps cleaned

Result Targets: 95% of total GTP’s cleaned.

Prospective Actions Review cleaning regime and requirement.


CWDR YTD Actual ($)

YTD Budget Revised

($)



Revenue 10,516,839 7,844,166 2,672,674 34

• FAVOURABLE Reasons: Higher than average Contributed Assets YTD $9,185K (vs. budget $6,196K), partly offset by lower than anticipated receipt of Capital Grants & Subsidies $882K (vs. budget $1,223K) due to lag in capital spending / timing


Expenditure 5,227,182 5,406,941 179,759 3

• FAVOURABLE Reasons: Lower activity Cairns Works maintenance program ($193K YTD favourable vs. budget) partly offset by slightly higher depreciation costs


39

ACTIVITY: Parks & Foreshores

Mission To provide and maintain public parks and foreshores that encourage public use.

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 Mar 2008 10%

2. Develop service standards / customers charter for Parks & Foreshores activities




40

Parks

Performance Rating:

? Variance Report Establishing control limits

Number of reported defects of a) parks equipment and b) public toilet facilities

0

5

10

15

20

25

30


Num

ber

Actual Parks & Equipment 2006/07 Actual Public Toilet Facilities 2006/07Actual Public Toilet Facilities 2007/08 Actual Parks & Equipment 2007/08

Result Targets: Decline in reported defects compared to previous.


Foreshores

Performance Rating:

? Variance Report Establishing control limits

Number of reported defects of a) foreshore equipment and b)public facilities

02468

101214


Num

ber

Actual Foreshore Equipment 2007/08 Actual Foreshore Equipment 2006/07Actual Public Facilities 2007/08 Actual Public Facilities 2006/07

Result Targets: Decline in reported defects compared to 2006/07.



41

Performance Rating:

Variance Report Dredging undertaken in first quarter to finalise contract with Incol.

• 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 New dredging contract to be let in third quarter.


CWPA YTD Actual ($)

YTD Budget Revised

($)



Revenue 701,417 633,869 67,548 11

• FAVOURABLE Reasons: Higher than average development activity in last six months resulting in higher receipts of Open Space Contributions ($120K favourable YTD vs. budget); partly offset by lower than anticipated receipt of Capital Grants & Subsidies ($55K favourable YTD vs. budget) due to lag in capital spending / timing


Expenditure 4,472,481 4,778,587 306,106 6

• FAVOURABLE • Reasons: Cairns Works

Maintenance program ($88K favourable vs. budget YTD). Delay in dredging costs of Bluewater Estate, expected Mar-June 2008 (nil cost YTD, $203K budget YTD)

• Implications / Actions: To review Cairns Works Maintenance program. Any savings in dredging ($141K previous quarter) to be transferred to reserve to contribute to future dredging on a estimated 5 year cycle.


42

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 Dec 2007 X

* Variance Report for Initiatives not on target: Have been able to fill key positions. * Prospective Actions for Initiatives not on target: Project scope and timeframes to be confirmed once personal, commence in key positions in 2008. Operating Budget Assessment:

3765 YTD Actual ($)

YTD Budget Revised

($)



Revenue 995,288 1,037,280 (41,991) (4)

• UNFAVOURABLE • Reasons: NDRA grants – nil claim

in Dec-07 (vs. Dec-07 budget $150K) changed YTD surplus revenue vs. budget to deficit position

• Implications / Actions: Resources programmed to be applied to NDRA works later in the year.

Expenditure 989,746 1,075,810 86,064 8

• FAVOURABLE • Reasons: Continued fluctuation in

expenditure for progression of NDRA restoration works ($86K below budget YTD).


43

BRANCH PRECINCTS & FACILITIES Mission: To provide an equitable and high standard of support and guidance to units within

the branch and to related stakeholders. Officer Responsible: Manager Precincts & Facilities – Tony Duffy

ACTIVITY: Precincts & Facilities Management Mission To provide an equitable and high standard of support and guidance to units within the branch and

to related stakeholders. Output Title: Output Description: 1. Branch Management 2. Project support/delivery for Precincts and

Facilities projects Effective management of approved capital and operational projects and event programs.

Officer Responsible: Manager Precincts & Facilities – Tony Duffy



(enter ) No *

(enter X) 1. Complete a comprehensive marketing plan

for P&F’s key facilities to maximise use and promote the Cairns region.

Corporate Plan 8.4.3 Apr 2008 60

2. Further develop the CCTV system in the Inner City for improved community safety.

Corporate Plan 6.2.2 Mar 2008 60

3. Develop a register of necessary Branch deployment flowcharts

Self Assessment OFI

May 2008 50

4. Hold bi-annual workshops for T/L's to develop, share skills, business planning and problem solving

Self Assessment OFI

Jun 2008 40



44

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

Performance Rating:

Variance Report

• Result Measure (Title): Project Delivery targets • Result Target: Targets to be set appropriately for each project

and reported in monthly council reports.

• Reporting Frequency: Monthly Performance Assessment: Projects on target

Prospective Actions


3310 YTD Actual ($)

YTD Budget Revised

($)



Revenue 22,050 22,050 0 0

Expenditure 160,808 178,343 17,534 10

• FAVOURABLE • Reasons: Employee costs under

budget due to vacancies. • Implications / Actions: Continue

recruitment requests


45

ACTIVITY: Natural & Cultural Resources

Mission To successfully implement a program which focuses on the restoration and protection of natural

and cultural 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.

4. Cultural Asset management Coordination of a range of Council managed cultural heritage assets, including Cairns Pioneer Cemetery.

Officer Responsible: Team Leader Natural & Cultural Resources – Russell Wild




No * (enter X)

1. Implement a program to control 335 ha of Pond Apple infestation within the Russell & Mulgrave River catchment areas.

Corporate Plan 4.1.3 Feb 2008 80%

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

Corporate Plan 4.1.4 Jun 2008 45%

3. Develop and finalise the NCR Strategic Plan


* Variance Report for Initiatives not on target: 3. Plan is drafted, however will need to be expanded to incorporate amalgamation. * Prospective Actions for Initiatives not on target: Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

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: - Trees planted/landscaped Redlynch

Skate Park - Reveg Sweet Creek Palm Cove – 100

plants - Cairns Central Swamp – 50 plants - Tropical Tree Day – 400 plants Redden

Island

Prospective Actions


46

Performance Rating:

Variance Report

Number Of Trees Propogated Against Program Requirements

0

1000

2000

3000

4000


Num

ber

Number of trees propogated Target

Result Target: Propagation rates within 3% of target

Prospective Actions

Performance Rating:

Variance Report

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

• Reporting Frequency: Monthly Performance Assessment: - Tropical Tree day conducted - 2024 trees provided landcare & community groups - Treeforce had trailer 2 days

Prospective Actions

Performance Rating:

Variance Report

Number Of Notices complied With Against Numbers Issued

0 0 0 0 0 00 0 0 0 0 005

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


47

Performance Rating:

Variance Report 2 wild dogs caught and destroyed

Ratio Of Resident responses Completed To Open responses For The Wild/Feral Pest

Animals Program Area

01020304050


Num

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

Performance Rating:

Variance Report Pond apple at Woopen Creek, 20ha completed. 6 monthly report for funding completed.

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 2006/07 Area controlled 2007/08

Result Targets: Equal or better than previous year

Prospective Actions


PRNR YTD Actual ($)

YTD Budget Revised

($)



Revenue 215,248 449,133 (233,885) (52)

• UNFAVOURABLE • Reasons: Capital works relating to

Cattana Wetlands ($300K) o/s pending progress on project

• Implications / Actions: Cattana Wetlands contract has been awarded and will now progress.

Expenditure 436,955 432,668 (4,287) (1)


48

ACTIVITY: Caravan / Camping Grounds

Mission To coordinate an efficient and standard method of operating Council's camping grounds.

Output Title: Output Description: 1. Caravan parks and campgrounds The following sites are provided:

• Cairns City Caravan Park • Bramston Beach Campground • Boulders Campground – Babinda • Palm Cove Caravan Park • Fitzroy Island Campground

2. Leases for caravan park and camping area management

Management of the lease and administration support controlling the operation and maintenance all Council’s Caravan parks and camping grounds.

Officer Responsible: Manager Precincts & Facilities




No * (enter X)

1. Determine preferred option for redevelopment / upgrade of Palm Cove Camping Ground and commence project investigation.

Corporate Plan 7.5.1 Jun 2008 10


Performance Rating:

? Variance Report

Level Of Occupancy

0102030405060708090

100


%

Occupancy level - Palm Cove Occupancy level - Bramston Beach

Result Targets: 75% usage

Prospective Actions


49

Performance Rating:

Variance Report

• Result Measure (Title): Leases in place and managed for effective

facility operation and full site availability. • Result Target: Facilities managed in accordance with lease

specifications

• Reporting Frequency: Monthly • Performance Assessment: Prospective Actions


PRCG YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)

Variance Report & Prospective Actions

(where variance is +/- 2%)

Revenue 170,689 164,470 6,220 4

• FAVOURABLE • Reasons: Seasonal variations • Implications / Actions: Will

balance over year.

Expenditure 144,513 135,394 (9,118) (7)

• UNFAVOURABLE • Reasons: Variation due to higher

than anticipated Maintenance costs. • Implications / Actions: Balance

budget expenditure over the year.


50

ACTIVITY: Cemeteries

Mission To review & improve current Cemetery services by adding value to processes to provide a

dignified, efficient & safe burial service to the community Output Title: Output Description: 1. Cemetery Services Burial services, graves, mausoleums & ashes inurnments of

graves, mausoleums & niches provided in accordance with the Burials Assistance Act 1965 & Land Act 1994 at the following cemeteries:

• Cairns City, • Forest View

• Gordonvale 2. Burial Data Management of cemeteries database (CMS) and provision of

data as required. 3. Cemetery grounds Management Maintenance of Cairns City Council Cemeteries

Meetings with staff and service providers to problem solve, share skills and develop initiatives.

Officer Responsible: Manager Precincts and Facilities – Tony Duffy




No * (enter X)

1. Review in conjunction with Planning Strategies Branch, the future land & service requirements for Cemeteries in the central areas of Cairns (i.e. Edmonton to Ellis Beach) with the view of acquiring additional land in the next 2 to 3 years or sooner if opportunity arises.




51


Performance Rating:

Variance Report

Number Of Burials per month

05

10152025303540


Num

ber

Number of burials conducted Number of burials conducted on day requested

Result targets: Burials conducted at time and on day as requested by Customer.

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Available burial sites (excluding reservations) • Result Target: Reservations effectively managed

• Reporting Frequency: Monthly • Performance Assessment: 1060 – 30 sites used in December, 1030

gravesites available.

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Database accuracy • Result Target: CMS updated within 48 hours of data changes

• Reporting Frequency: Monthly • Performance Assessment:

Prospective Actions


52

Performance Rating:

Variance Report

Complaint levels from Community or Families of deceased

0 0 0 0 0 0

-1

0

1

2

3

4

5


Num

ber

Number of complaints received Target

Result targets: Nil complaints in RRS

Prospective Actions


PRCE YTD Actual ($)

YTD Budget Revised

($)



Revenue 161,220 165,796 (4,577) (3)

• UNFAVOURABLE • Reasons: Revenue slightly below

expectations due to several sites used being pre paid in full.

Expenditure 418,075 450,307 32,232 7

• FAVOURABLE Reasons: Expenditure less than expected due to the high number of burials not allowing some normal maintenance operations to be carried out as programmed.


53

ACTIVITY: Inner City Precinct

Mission Provide aesthetically pleasing, safe and clean inner city area facilities to the community and

visitors. SUB ACTIVITY: Inner City Infrastructure Operations

Mission Provide aesthetically pleasing, safe and clean inner city area facilities to the community and

visitors. Output Title: Output Description: 1. Inner City Infrastructure / Facilities Provision, maintenance and operation of:

• City Place, • Parklands, • Public amenities, • Public artworks, • Playgrounds • Streetscape furniture

2. Inner City Security Services 24hour per day, 365 day per year security services to maximise public safety within the Inner City Precinct including City Place. Records and reports on all security incidents.

3. Facility Usage Data and reports Record and report on all facility usage including attendances and number of events.




(enter ) No *

(enter X) 1. Develop process and deployment flowchart

for prioritising garden bed renewal Unit OFI 9.2 Feb 2008 30%

2. Restructure Gardens crews to more effectively handle increased areas of responsibility

Branch OFI 10.1 Mar 2008 80%

3. Negotiate Service Level Agreements with all external customers

Branch OFI 4.1 Jun 2008 25%

4. Public Tender for Inner City pest control program

Purchasing Policy

1:02:23 Branch OFI

4.1

Mar 2008 0%



54


Performance Rating:

Variance Report

Public Satisfaction With Presentation Of Inner City Precinct

707580859095

100


%

% of public satisfation Target

Prospective Actions

Performance Rating:

Variance Report

Public Perception Of Safety In The Central Business District

020406080

100


%

% of public satisfaction - day % of public satisfaction - nightTarget

Prospective Actions

Performance Rating:

Variance Report

Security Incidents in Inner City Precinct

500600700800900

100011001200130014001500


Num

ber

Number of complaints received 06/07 Actual security incidents

Result Targets: Decline in security incidents

Prospective Actions


55

Performance Rating:

Variance Report

• Result Measure (Title): Monthly reports on schedule and updated with

relevant data. • Result Target: All data reports updated with relevant

information for inclusion in the council monthly report.


Prospective Actions


PRIC YTD Actual ($)

YTD Budget Revised

($)



Revenue 429,563 510,070 (80,507) (16)

• UNFAVOURABLE • Reasons: Capital Subsidies ($61k)

under that budgeted for 3540 Internal Revenue ($9.8k) under budgeted Security Services 3542 – ($8.7k) under budgeted.

• Implications / Actions: Capital Grants should balance over year, CPA fees for CCTV monitoring will balance over year.

Expenditure 1,435,651 1,340,069 (95,582) (7)

• UNFAVOURABLE Reasons: Temp staff ($11k) 3530 ($13k) 3541 Security services ($16k) 3542 Depreciation and Amortisation ($49k) 3540 Internal Revenue ($11k) 3543

• Implications / Actions: Temp staff covering vacant positions and long service leave. Positions filled, long service leave continuing until end April 08. Contracted Security Services will balance over year. Depreciation and amortisation under review by budget officer.


56

SUB ACTIVITY: Inner City Event Management

Mission To manage availability of special areas for casual recreation and management of major events in

council facilities. Output Title: Output Description: 1. Inner City Community Event Support Council support in the provision of community events

conducted at council sites. Regular events include: • Sportsfest • Festival Cairns • New Years Eve celebrations • NAIDOC Week • Schools Cultural Week

2. Hire agreements for use of Council Inner City facilities

Administration of hire agreements for the hire of Council facilities. These facilities include:

• Munro Martin Park and/or Stage • City Place and / or Soundshell • Fogarty Park and / or Soundshell • Westside of Lagoon • Eastside of Lagoon • Sister Cities Parkland Area • BBQs (Kingfisher, Seagull, Lorikeet, Jabiru,

Kookaburra, Sister Cities and Pelican) 3. Fees and Charges Set and manage fees and charges associated with the use of

Inner City Council assets. Officer Responsible: Manager Precincts and Facilities – Tony Duffy



(enter ) No *

(enter X) 1. Maximise Community usage of

redeveloped City Place Performance area through “Your Place in the City” program.


2. Develop and implement CBD Event Management Plan

Corporate Plan 6.4.2 Branch OFI 4.1

May 2008 50%

3. Increase range of recreational opportunities including programs for “Fun Free Fitness” and school holidays

Corporate Plan 6.4.2 Dec 2007

4. Implement recommendations from CCTV system Strategic Review


* Variance Report for Initiatives not on target: 4. Delays in construction of Long Haul Transit Toilets in Fogarty Park have impacted on ability to start work on demolishing existing toilets and constructing new CCTV Operations room. * Prospective Actions for Initiatives not on target: 4. Construction of new CCTV Operations room planned for start March 2008. Specifications for CCTV NDVR upgrade and associated equipment are being finalised for tender now.


57


Performance Rating:

Variance Report

Inner City Community Event Attendance Numbers

0

50000

100000

150000

200000

250000


Num

ber

Actual 2007/08 Actual 2006/07 Result targets: Target is 10% increase on previous year’s attendance levels.

Prospective Actions

Performance Rating:

Variance Report

Timeliness With Which Applications For Hire Licences Are Processed

0102030405060


Num

ber

Number of hire agreements processedHire agreements processed within 5 days

Result targets: Hire agreements processed accurately and returned to applicant within 5 days of lodgement.

Prospective Actions


58


PRPL YTD Actual ($)

YTD Budget Revised

($)



Revenue 52,671 52,778 (107) 0

Expenditure 54,051 62,031 7,980 13

• FAVOURABLE • Reasons: Employee costs down

20% YTD. Cleaning contract costs not invoiced

• Implications / Actions: Checking Salary linkages with Budget Officer.


59

SUB ACTIVITY: The Esplanade

Mission Provide aesthetically pleasing, safe and clean inner city waterfront area facilities to the community

and visitors. Output Title: Output Description: 1. Recreational facilities along the Esplanade Provide, maintain and clean Esplanade grounds and facilities

including: • Esplanade Lagoon • Fogarty Park performance facility • Muddies Playground, • public amenities, • public artwork • playgrounds • streetscape furniture

2. Lifeguard Services Provision of contract lifeguard services at the Esplanade Lagoon

3. Esplanade security services 24hour per day, 365 day per year security services to maximise public safety along the Esplanade. Record and report on all security incidents





No * (enter X)

1. Conduct programmed clean of CBD footpaths to remove all gum and other deposits

Mayoral OFI Dec 2007 30% X

2. Expand areas under control of Central Irrigation Controller

Branch OFI Mar 2008 70%

3. Provide key staff specific training in playground maintenance and assessment

Branch OFI 6.1 May 2008 20%

* Variance Report for Initiatives not on target: CBD footpath gum removal to be trialled with purpose built machine to increase effectiveness and sustainability. Delays in contractor machine arrival have impacted overall program. Hand gurney program continuing. * Prospective Actions for Initiatives not on target: Hand gurney program still ongoing.


60


Performance Rating:

Variance Report

Public Satisfaction With Presentation Of Esplanade Facilities

020406080

100


%

% of public satisfation Target

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Esplanade attendance data • Result Target: All data reports updated with relevant

information for inclusion in the Council monthly report


Jul Aug Sep Oct Nov Dec # 110999 100097 168571 103,56

5 92,706

136,272

Jan Feb Mar Apr May Jun

Prospective Actions

Performance Rating:

Variance Report

Public Perception Of Safety Along The Esplanade

020406080

100


%

% of public that feel safe - day % of public that feel safe - nightTarget

Prospective Actions


61

Performance Rating:

Variance Report Around 10% of incidents occur in areas within redevelopment on Northern Esplanade

Number of security incidents

050

100150200250300350400


Num

ber

# of security incidents 2007/08 # of security incidents 2006/07

Result Target: Decline in security incidents.

Prospective Actions


PRES YTD Actual ($)

YTD Budget Revised

($)



Revenue 248,232 247,243 990 0 •

Expenditure 3,072,704 2,993,361 (79,344) (3)

• UNFAVOURABLE • Reasons: YTD Costs relating to

Internal Charges ($27k) Materials and Services Costs ($42k), Employee Costs ($11k)

• Implications / Actions: Material and services costs will balance over year.


62

ACTIVITY: Sport & Recreation

Mission To foster, support and develop sport and recreational opportunities in accordance with the needs

of the community of Cairns.

SUB ACTIVITY: Sport Recreation Management (PRSA) Mission To provide management and administrative support to Council’s Sport & Recreation activities.

Output Title: Output Description: 1. Advice to Cairns sporting organisations Provision of knowledge and guidance to sporting

organisations through a partnership program 2. Grant Funding Management Management and efficient distribution of Council funding

grants 3. Sport facility lease management Management of each facility through contract management.

Management of leases issued to sporting clubs for the use of the sporting facilities.





No * (enter X)

1. Undertake 4 Sport & Recreation Workshops per year

Corporate Plan 6.4.2/Self Assessment

Jun 2008

2. Develop a survey to allow community to express their opinion/ideas on sporting facilities

Corporate Plan 6.4.2/ Self Assessment

Feb 2008

3. Complete 2 masterplans or facility needs studies of sporting precincts within Cairns

Corporate Plan 6.4.2/ Self Assessment

Jun 2008


Performance Rating:

Variance Report

• Result Measure (Title): Compliance with lease conditions • Result Target: 90% compliance

• Reporting Frequency: Half yearly • Performance Assessment:

Prospective Actions


63


PRSA

YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue (484) (2,299) 1,815 79

• UNFAVOURABLE • Reasons: Credit refers to grant

income from previous financial year for Alley Park Masterplan.

Expenditure 400,898 465,217 64,319 14 • FAVOURABLE • Reasons: Will balance out over

year.


64

SUB ACTIVITY: Swimming Pools – Managed Externally

Mission To provide a range of aquatic facilities that are efficient, affordable and meet the needs of the

community at Smithfield, North Cairns and Sugarworld Output Title: Output Description: 1. Aquatic Facilities Council owned pools leased to external operators:

• Tobruk Pool • Smithfield Pool • Sugarworld waterslides and pools





No * (enter X)

1. Conduct an independent safety audit & implementation plan across all externally managed pools

Self Assessment May 2008 15%

2. Ensure program delivery is to the satisfaction of the community through surveys

Self Assessment Mar 2008 15%



Performance Rating:

Variance Report Tobruk, no schools used pools.

Usage Levels for Tobruk & Smithfield Pools

1000

2500

4000

5500

7000

8500

10000


No.

of U

sers

Actual 2007/08 - Tobruk Actual 2006/07- TobrukActual 2007/08 - Smithfield Actual 2006/07 - Smithfield

Result Targets: Usage level higher than previous year.

Prospective Actions


65

Performance Rating:

Variance Report

• Result Measure (Title): Compliance with lease conditions • Result Target: Full compliance • Reporting Frequency: Monthly • Performance Assessment:

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun # not

complied

0 1 0 0 0 1

* Late submitting attendance figures.

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Number of infrastructure failures • Result Target: 100% availability of facilities as scheduled


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

failures

0 0 0 0 0 0

Prospective Actions


PRPO

YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue 42,156 41,995 161 0 • FAVOURABLE • Reasons: Timing of invoicing.

Expenditure 334,372 382,804 48,432 13

• FAVOURABLE • Reasons: Adhoc nature of

maintenance issues means expenditure. Potentially large works forthcoming at Smithfield.


66

SUB ACTIVITY: Leisure Venues

Mission To provide an equitable and high standard to the community and stakeholders within all Leisure

Venues facilities (Council Managed Swimming Pools and Barlow Park) Output Title: Output Description: 1. Aquatic Facilities (Council operated) Council owned pools operated internally with Council staff:

• Gordonvale Pool – Open 6am-6pm, Oct to May • Edmonton Pool – Open 6am-6pm, all year • Woree Pool 6am-8pm – all year • Babinda Pool 6am-6pm, Oct-May

2. Community programs and events Identification and facilitation of events that provide for a high level of community involvement

3. Venue management Provision of facilities that are appropriately equipped, supervised and maintained to ensure customer satisfaction and meet expectations

4. Major sporting facility usage. Barlow Park Officer Responsible: Manager precincts & Facilities




No * (enter X)

1. Implement quarterly Customer Surveys for pool users

Corporate Plan 6.4.5 Self Assessment Branch OFI

Quarterly 25%

2. Develop a product business plan to maximise revenue opportunities across all venues


3. Develop a Barlow Park information brochure

Corporate Plan 6.4.2 Nov 2007

4. Develop swimming club program to Babinda and Gordonvale Pools

Corporate Plan 6.4.2 LGSR funding program

May 2008 25%



67


Performance Rating:

Variance Report

• Result Measure (Title): Highest water quality – as per Australian

standards • Result Target: 100% compliance

• Reporting Frequency: Monthly • Performance Assessment: Prospective Actions

Performance Rating:

Variance Report Gordonvale Pool closed.

Pool Usage Levels

-500

500

1500

2500

3500

4500

5500

6500


Num

ber

Babinda 06/07 Edmonton 06/07 Gordonvale 06/07Woree 06/07 Babinda 07/08 Edmonton 07/08Gordonvale 07/08 Woree 07/08

Result Targets: Increase in usage of the swimming pools by 5%. Usage level higher than previous year.

Prospective Actions


68

Performance Rating:

Variance Report

• Result Measure (Title): Consistency in staff training • Result Target: 100% compliance of training of Pool Lifeguard,

Pool Bronze and Pool Plant Operators.

• Reporting Frequency: Half yearly • Performance Assessment: 1 staff member is awaiting opportunity to

undertake plant operators course.

Prospective Actions

Performance Rating:

Variance Report Usage decreased due to off season for athletics & football codes. Field maintenance in progress.

Barlow Park Usage

0

25

50

75

100


Perc

enta

ge

Actual Target

Result Targets – Used on a regular basis 75% of year

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Asset maintenance – Long life • Result Target: Identify life of all Council Assets

• Reporting Frequency: Quarterly • Performance Assessment: Asset plans commenced. Further training of

relevant staff to be undertaken in new year. 10% of tactical asset plans done for Barlow Park.

Prospective Actions


69

Performance Rating:

? Variance Report

• Result Measure (Title): Productivity and Revenue • Result Target: Achievement of revenue and expenditure

targets

• Reporting Frequency: Quarterly • Performance Assessment: Budgeted revenue to be reviewed at next

review. Original budget included $30K in leases from Edmonton.

Prospective Actions


PRLV YTD Actual ($)

YTD Budget Revised

($)



Revenue 940,117 1,036,748 (96,630) (9)

• UNFAVOURABLE • Reasons: Progress on works

attracting subsidy behind schedule. Gordonvale still closed. Budgeted revenue to be reviewed at next review. Original budget included $30K in leases from Edmonton.

•

Expenditure 1,507,489 1,612,303 104,815 7

• FAVOURABLE • Reasons: High season usage yet

to commence – will lead to increased operational expenditure. Large maintenance projects still in progress. Gordonvale pool being closed has saved on expenses of maintenance, staff & utilities.


70

SUB ACTIVITY: Sport & Recreation Facilities

Mission To provide a wide range of, and to facilitate the use of quality and accessible sporting facilities

Output Title: Output Description: 1. Sport & Recreation Facilities Provide a wide range of sport and recreation facilities

including: • Endeavour Park • Peterson Park • Johnson Park • Fretwell Park • Alley Park • Bill Wakeham Park • Endeavor/McNamara Complex • North Cairns Precinct • Aeroglen Park • Trinity Beach Sports Complex • Redlynch Sports Complex • Skate Parks (Trinity Beach, Redlynch etc)

Ensuring facilities are effectively managed and maintained either directly or through lease agreements.





No * (enter X)

1. Develop & implement a maintenance program for all BMX Skate Parks

Self Assessment

May 2008

2. Undertake a review of signage for all Council managed sporting facilities

Self Assessment

Mar 2008

3. Implement an annual sport field maintenance program


May 2008 50%



71


Performance Rating:

? Variance Report

Sporting facility usage

0255075

100


Perc

enta

ge

Actual Target

Result Targets – 80% occupancy on Council managed grounds/fields

Prospective Actions

Performance Rating:

? Variance Report

Customer Satisfaction with Sporting Facilities

0255075

100


Perc

enta

ge

Actual Target

Result Targets – Minimum 80% satisfied

Prospective Actions


PRSF YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue 163,413 627,428 (464,015) (74) • UNFAVOURABLE • Reasons: Capital works attracting

subsidy behind schedule.

Expenditure 831,806 856,139 24,333 3

• FAVOURABLE • Reasons: Lower maintenance

requirements will balance over year.


72

SUB ACTIVITY: Beach Recreation Facilities

Mission To provide a safe, clean and enjoyable beaches

Output Title: Output Description: 1. Lifeguard Services Provision of contract lifeguard services at the following

beaches: • Ellis Beach • Palm Cove • Clifton beach • Kewarra Beach • Holloways Beach • Trinity Beach • Bramston Beach • Yorkeys Knob • Green Island

2. Stinger Nets Provision of contract stinger net services Nov to May at the following beaches:

• Ellis Beach • Palm Cove • Holloways Beach • Trinity Beach • Bramston Beach • Yorkeys Knob • Kewarra Beach

3. Foreshore facilities Specialist beach recreation infrastructure Officer Responsible: Manager Precincts & Facilities




No * (enter X)

1. Standardise beach information signage through an independent audit then implement


2. Develop regular inspection and reports by Council Officers for beach facilities/lifeguards




73


Performance Rating:

Variance Report Minor incidents, sea lice irritations.

# of unauthorised incidents/uses & closures due to stinger, crocodile etc

0 12 6

53 52

0255075

100125150175200


Num

ber

# of incidents 07/08 # of incidents 06/07

Result Targets: Net reduction in unauthorised incidents over previous year

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Compliance with regulatory standards and

guidelines • Result Target: Full compliance • Reporting Frequency: Monthly • Performance Assessment:

Jul

Aug Sep Oct Nov Dec

Jan

Feb Mar Apr May Jun

# of breache

s 0 0 0 0 0 0

Prospective Actions


PRRF YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue 0 22,325 (22,325) (100)

• UNFAVOURABLE • Reasons: Awaiting RAM board

payment for lifeguard at Green Island. MOU finalised.

Expenditure 496,642 482,960 (13,682) (3) • UNFAVOURABLE • Reasons: Higher maintenance will

balance over year.


74

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. Branch Management. 2. 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




No * (enter X)

1. Continue development and implementation of Service Level Agreements for all core Technical Support Services functions.

Self Assessment Jun 2008 50

2. Review Technical Support Services Risk Register and Risk Action Plans.

Tech Support Services Risk Register #986062

Dec 2007


Performance Rating:

Variance Report Nil

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

Services Branch • Result Target: Improved Customer feedback • Reporting Frequency: Bi-monthly Performance Assessment: The Design, Survey and System Support Units have now completed their annual customer satisfaction surveys. Prospective Actions

Continue program


75


3800 YTD Actual ($)

YTD Budget Revised

($)



Revenue 0 0 0 n/m Expenditure 148,535 149,891 1,356 1


76

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. (47 cameras).

3. Management of Council’s trailer mounted CCTV unit.

Management of Council’s trailer mounted mobile CCTV unit.

4. Trunk Mobile Radio (TMR) Management Various Branches of Cairns City 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.

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

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

6. 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.

7. Fire, Life and Safety 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).

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



(enter ) No *

(enter X) 1. Develop service level agreements with key

Facilities Maintenance customers. TSS Risk Register #986062 No.10

Jun 2008 50%

2. Develop a panel of providers for key Facilities Maintenance operations.

TSS Risk Register #986062 No.10

Dec 2007


77

3. Investigate opportunities to reduce energy

consumption in Council’s Core facilities by provision of information to facility asset owners / managers

Self Assessment Jun 2008 25%

4. Refine Facilities Maintenance WH&S procedures.

TSS Risk Register #986062 No.8

Dec 2007 80%


Performance Rating:

Variance Report

Response To Life Threatening Work Requests

0 0 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.

Prospective Actions

Performance Rating:

? Variance Report 9 received, 3 started, 6 completed 66% completion rate

Response To Operationally Critical Work Requests

05

101520253035404550


Num

ber

No. of works requests completed within 24-48 hoursNo. of works requests not actioned within 24-48 hours

Result targets: 80% of requests received, completed within 24-48 hours.

Prospective Actions Continuous improvement focus. Target reporting refinement. 5 staff vacancies to recruit.


78

Performance Rating:

?

Variance Report 57 requests received, 35 started, 22 completed, 39% completion rate.

Response To Operationally Non-Critical Work Requests

0153045607590

105120


Num

ber

No. of works requests completed within 0-2 weeksNo. of works requests not actioned within 0-2 weeks

Result Targets: 80% of requests received completed within 0-2 weeks

Prospective Actions Improvement strategy ongoing to ensure completed requests are processed on time. 5 staff vacancies to recruit. Supplier issues over Christmas period.

Performance Rating:

?

Variance Report 108 requests received, 52 started, 55 completed, 52% completion rate.

Response To Routine Work Requests

0

50

100

150

200


Num

ber

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

Result Targets: 80% of requests completed within 1 month.

Prospective Actions Improvement strategy in place to ensure completed requests are processed on time. 5 staff vacancies to recruit. Supplier issues over Christmas period.


79

Performance Rating:

Variance Report

• Result Measure (Title): Response to emergency 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 # 6 7 6 5 6 3

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Citysafe CCTV Network reliability • Result Target: No non-schedule non-operational time • Reporting Frequency: Monthly • Performance Assessment: Numbers of cameras in network - 59 Total camera hours available – 43070 Total camera hours downtime – 124 Total camera downtime – 0.28% Total camera availability – 99.72%

Prospective Actions


TSFM YTD Actual ($)

YTD Budget Revised

($)



Revenue 2,277,864 2,139,637 138,228 6

• FAVOURABLE • Reasons: Correct recovery of

Branch Overheads. • Implications / Actions:

Expenditure 2,988,268 2,994,289 6,021 0


80

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 – Jack Mitchell



(enter ) No *

(enter X) 1. Continue development of service level

agreements with Project Services and Infrastructure Management.

Self Assessment Jun 2008

75%

2. Implement Design Services ISO 9000 Quality Assurance Accreditation.

Self Assessment Corporate Plan 10.4.1

Jun 2008

3. Obtain Main Roads Pre-qualification to undertake Main Roads design projects


4. Develop and Display unit measures in accordance with Operational Plan, Business Excellence and Service Level Agreement Requirements

Self Assessment Dec 2007

5. Develop improved financial management processes to ensure required financial return is achieved.


6. Develop a Business Plan for the Design Office

Self Assessment Jan 2008



81


3830 YTD Actual ($)

YTD Budget Revised

($)



Revenue 456,807 579,413 (122,606) (21)

• UNFAVOURABLE • Reasons: Revenue below forecast

due to high vacancy rate. Recent recruitment efforts have been more successful.

• Implications / Actions: Continue expenditure review to ensure costs are charged to projects. Recruitment of consultants and reduced vacancies has assisted revenue increases.

Expenditure 515,415 544,893 29,478 5

• FAVOURABLE • Reasons: Recent filled vacancies

have reduced variance of actual/budget expenditure.

• Implications / Actions: Continue expenditure review to ensure costs are charged to projects.


82

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. Property boundary surveys Delivery of boundary surveys in accordance with client’s plans.

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



(enter ) No *

(enter X) 1. Continue the development of the service

level agreement with Cairns Works. Self Assessment Jun 2008

2. Obtain third party certification to ISO9000 (Quality Assurance)


Jun 2008

3. Develop and Display unit measures in accordance with Operational Plan, Business Excellence and Service Level Agreement Requirements


4. Refine Survey Services WH&S procedures.

Corporate Plan 9.3.2 TSS Risk Register #986062 No.8

Dec 2007

5. Development of an easimap layer identifying completed surveys


6. Recruitment of a cadet surveyor Self Assessment Dec 2007



83


3831 YTD Actual ($)

YTD Budget Revised

($)



Revenue 510,170 482,997 27,173 6

• FAVOURABLE • Reasons: December was very

busy and overtime used to stay on top of work load. Note that actual revenue exceeds actual expenditure.

• Implications / Actions: Will balance as year progresses

Expenditure 481,970 458,197 (23,773) (5)

• UNFAVOURABLE • Reasons: Refer comments on

increased revenues. • Implications / Actions: Will

balance as year progresses


84

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 SQE Systems Support Services – Stephen Ung




No * (enter X)

1. Continue implementation of service level agreements with Cairns Works and Project Services

Self Assessment Jun 2008

2. Develop and Display unit measures in accordance with Operation Plan, Business Excellence and Service Level Agreements requirements


3. Assist the implementation of SAFEPLAN “2” into City Works & Services.


Jun 2008 80%

4. Documentation of significant SQE processes within system support

Self Assessment Feb 2008

5. Develop and implement customer satisfaction survey for Design, System Support and Survey




85


Performance Rating:

Variance Report

No. of Complaints Received For SQE Advice Not Provided Within 5 Working Days

0012345


Num

ber

Number of complaints Target

Results Targets: Less than 2 complaints received per month.

Prospective Actions

Performance Rating:

Variance Report

Percentage of SQE Audits Completed in Accordance With Annual Schedule

0102030405060708090

100


Perc

enta

ge

percentage completed Target

Results Targets: 90% of audits completed to schedule.

Prospective Actions


86

Performance Rating:

Variance Report

• Result Measure (Title): Percentage of approvals obtained, notifications

approved and reporting submitted for compliance.

• Result Target: 90% compliance to approval and reporting

requirements. • Reporting Frequency: Monthly • Performance Assessment: 100% - Cairns Works annual return overdue

Prospective Actions


TSES YTD Actual ($)

YTD Budget Revised

($)



Revenue 22 4,091 (4,070) (99)

• UNFAVOURABLE • Reasons: No overtime charged to

Cairns Works for Quality Officer, hence no revenue.

• Implications / Actions: Budget to be reviewed.

Expenditure 51,293 38,897 (12,396) (32)

• UNFAVOURABLE • Reasons: Expenditure Budget

reduced buy $40,000 during Budget Review. Transfer of funds for Employment Agency Staff not completed.

• Implications / Actions: Limited external training opportunities for new Quality and Safety Services Officers. No funds available for Australian Standards online subscription after March 2008.


87

ACTIVITY: Disaster Management Mission To reduce Cairns’ vulnerability to disaster events 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 Arrangements (NDRA) 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 – Cheryl-Lee Norris




No * (enter X)

1. Commence development of detailed evacuation plans for Cairns’ low-lying areas.


Jun 2008 0% X

2. Review the Local Disaster Management Plans and associated operational plans in accordance with the Disaster Management Act 2003 (Qld)

Corporate Plan 6.5.3 TSS Risk Register #986062 No.2

Jun 2008 25

3. Review the unit’s approach to fulfilling its public awareness function


Mar 2008 80

* Variance Report for Initiatives not on target: 1 The Disaster Management Operations Officer is on maternity leave and the Disaster Management Officer has resigned. Disaster Management Officer’s position currently being recruited. Now officer to commence late January. * Prospective Actions for Initiatives not on target: 1 TSS Manager undertaking the unit’s core functions.


88


Performance Rating:

Variance Report Nil

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 CLDMG meetings per annum.

Prospective Actions Continue meeting arrangements

Performance Rating:

Variance Report Nil

No. of District Disaster Group Meetings attended

0

2

4

6


Num

ber

Meetings co-ordinated Target

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

Prospective Actions Continue attending meetings

Performance Rating:

X Variance Report Audit not undertaken.

• Result Measure (Title): Annual SES Inventory audit • Result Target: SES inventory audit for SES Groups • Reporting Frequency: Quarterly • Performance Assessment:

Prospective Actions Will undertake this audit when new Disaster Management Officer established in position.


89

Performance Rating:

Variance Report Nil

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

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

• Reporting Frequency: Monthly Performance Assessment: Prospective Actions

Continue NDRA program


TSDM YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,005,858 1,118,310 (112,452) (10)

• UNFAVOURABLE • Reasons: Revenue lagging

expenditure due to timing of NDRA claims


Expenditure 1,168,632 1,314,970 146,338 11

• FAVOURABLE • Reasons: NDRA works resulting

from Cyclone Larry proceeding well. • Implications / Actions: Continue

program


90

BRANCH CAIRNS WORKS (COMMERCIAL BUSINESS UNIT – ANNUAL PERFORMANCE PLAN) Mission:

To provide best practice construction, maintenance and operational services to Council and external clients. To provide an Environmentally compliant, Socially acceptable, Culturally aware and Economically sustainable service that is on time, to quality and within estimated cost. This service includes civil construction projects and programmed & reactive maintenance on Cairns City 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 CCC and the community.

Officer Responsible: Manager Cairns Works – Geoff Hatwell

ACTIVITY: Cairns Works Management

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

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

operations 3. Program management Overseeing the delivery of programs including capital works

projects and maintenance programs 4. Quality Assurance Certification QA Certification to ISO 9001 of Branch work practices

Officer Responsible: Manager Cairns Works (MCW) – Geoff Hatwell



(enter ) No *

(enter X) 1. Continue Branch Staff Development and

Training Program including focus on team building, traineeships, project/program management, feedback management and succession planning

Self Assessment Performance Reviews

Jun 2008 50%

2. Review, update and continue to enhance Service Level Agreements with internal suppliers and customers including developing a performance measurement system

Self Assessment

Jun 2008 30%

3. Investigate new technologies, work methodologies and products to support efficiency improvements

Self Assessment Industry Association Membership

Jun 2008 42%

4. Develop and arrange a comprehensive Standing Offer Arrangements (SOAs) for supply of external goods and services (including provision of list of potential SOAs)

Self Assessment

Jun 2008 80%

5. Quality Assurance documentation – update from 1994 version to 2000 version

Quality Assurance Certificate Corporate Plan 10.4.1

Jun 2008 20%


91

* Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target: Operating Budget Assessment:

Resp 3655

YTD Actual ($)

YTD Budget Revised

($)

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


Revenue 30,105,790 31,835,701 (1,729,911) (5)

• UNFAVOURABLE • Reasons: Approx $571,000 of

revenue was not uploaded during November and $100,000 incorrect charging received. Revenue does not include end of month accrual which is about $200,000.

• Implications / Actions: Uploading and reversal of charge to occur in December. Further revenue through claims on previously completed projects is occurring.

Expenditure 30,933,919 31,485,552 551,633 2


92

ACTIVITY: Cairns Works Construction

Mission To safely construct civil engineering projects for Cairns City Council and external clients that are on

time, within budget and to specification. Output Title: Output Description: 1. Cairns City 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. Contribution to Cairns Works development Input to Continuous Improvement Programs 3. External Projects Civil construction projects for external parties.

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



(enter ) No *

(enter X) 1. Set in place organisational structure and

other resource allocations (plant) within Construction Unit

Dec 2007 75% X

2. Review and document all processes Self Assessment, Quality Assurance Certificate

Jun 2008 42%


Performance Rating:

? Variance Report There remains a number of projects for which all revenue has not been claimed.

Financial Performance (Internal) - 3659

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

Jul-07

Aug-07

Sep-07

Oct-07

Nov-07

Dec-07

Jan-08

Feb-08

Mar-08

Apr-08

May-08

Jun-08

$

Expenditure Revenue

Result Targets: Minimum 2% profit margin

Prospective Actions The remaining claimed revenue to be processed in the coming month.


93

Performance Rating:

Variance Report Revenue 15.3% greater than expenditure.

Financial Performance (External) - 3656 & 3658

0200,000400,000600,000800,000

1,000,0001,200,0001,400,0001,600,000

Jul-07

Aug-07

Sep-07

Oct-07

Nov-07

Dec-07

Jan-08

Feb-08

Mar-08

Apr-08

May-08

Jun-08

$

Expenditure Revenue

Result Targets: Minimum 7% profit margin

Prospective Actions Ability to undertake external projects dependent on internal works program progress.


CWWO

YTD Actual ($)

YTD Budget Revised

($)



Revenue 12,755,498 14,186,091 (1,430,594) (10)

• UNFAVOURABLE • Reasons: Revenue less that

budgeted due to a number of claims yet to be processed and $571,000 of revenue that was not uploaded during November

• Implications / Actions: Remaining project claims to be processed in the coming month.

Expenditure 13,572,733 13,897,129 324,395 2


94

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 City 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.

5. Contribution to Cairns Works development Input to Continuous Improvement Programs Officer Responsible: Construction and Commercial Works Manager (C&CWM)



(enter ) No *

(enter X) 1. Landscaping and maintenance

arrangements at Edmonton RMPC Contract Mar 2008 80%

2. Succession Training – AMMS, rates, dissection sheets, defects etc.

Corporate and DMR software packages

Mar 2008 30% X

* Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target: 2. Succession training likely to be delayed while positions are filled within the Construction Unit. Consideration will also need to be taken on the impact of amalgamation on training needs. Operating Budget Assessment:

3654

YTD Actual ($)

YTD Budget Revised

($)



Revenue 359,146 560,860 (201,714) (36)

• UNFAVOURABLE • Reasons: Claims for previous

month not included. • Implications / Actions: working

with DMR to recognise earlier the expected revenue.

Expenditure 321,462 539,956 218,495 40

• FAVOURABLE • Reasons: Expenditure in line with

DMR expectations. • Implications / Actions: Review

expenditure budget to align with DMR requirements.


95

ACTIVITY: Cairns Works Maintenance

Mission To provide maintenance and operational tasks with the best practice outcomes for roads, drainage and parks assets as well as for presentation standards which enhance the image and character of Cairns City.

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.

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.

7. Contribution to Cairns Works development Input to Continuous Improvement Programs

Officer Responsible: District Maintenance Coordinators (DMCs) – Jim Foley (North), Mick McFadden (Central) and Eddie Perez (South)

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



(enter ) No *

(enter X) 1. Review and re-affirm service standards (as

defined in MMPs) to meet Infrastructure Management’s level of service requirements.

Asset Management

Plans Jun 2008 14%

2. Implement options of data communication into the field (including time and plant info)

AMDP system Jun 2008 0% ?

3. Method of capturing and accounting for additional work due to capital works and growth

OFI Jan 2008 75%

4. Review and re-define depot / sub depot requirements

Jun 2008 10%

5. Update and improve tree management approach

City in a Garden Jun 2008 20%

6. Identify and implement improved water management opportunities within operational activities

Corporate Environment Cleaner Seas

Programs

Jun 2008 25%

7. Develop standardised budget preparation process

Feb 2008 66%

* Variance Report for Initiatives not on target:

* Prospective Actions for Initiatives not on target:


96


Performance Rating:

Variance Report Actual expenditure 2% less than budget

Transport Infrastucture Maintenance Expenditure (Functions 3660;3661;3662;3663) 2007/2008

$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


Actual 07/08 Actual 06/07 Budget 07/08

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

Prospective Actions Continue program.

Performance Rating:

Variance Report Actual expenditure 3% lower than budget.

K&C Maintenance Expenditure (Function 3664) 2007/2008

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000



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



97

Performance Rating:

? Variance Report Actual expenditure 22.4% greater than budget.

Traffic Facilities Maintenance Expenditure (Functions 3665 & 3667) 2007/2008

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000



Prospective Actions Programmed work brought forward due to favourable conditions – remain program has been modified to match remaining budget.

Performance Rating:

? Variance Report Actual expenditure less than budget

Street Sweeping Expenditure (Function 3666) 2007/2008

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000


Actual 07/08 Budget 07/08 Actual 06/07

Prospective Actions Sweeper breakdown unavailability plus work on reseal program has reduced expenditure. Reseal program to be completed early next month which will allow program to return to normal.


98

Performance Rating:

? Variance Report Actual expenditure significantly less than (straight line) budget.

Bridge Mtce Expenditure (Function 3668) 2007/2008

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000



Prospective Actions Council officers have met with maintenance contractor and determined maintenance program for the remainder of the year. The timing of these maintenance activities to be provide to Council – all available funding is required for this program.

Performance Rating:

? Variance Report Actual expenditure 9% greater than budget. Maintenance program is subject to conditions – some work was able to be brought forward during this month.

Footpath Mtce Expenditure (Function 3670) 2007/2008

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000



Prospective Actions Continue to monitor the program.


99

Performance Rating:

Variance Report Actual expenditure 1% less than budget.

Transport Facilities Mtce Expenditure (Functions 3673 & 3674) 2007/2008

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000




Performance Rating:

?


Underground Drainage Mtce Expenditure (Function 3675) 2007/2008

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000



Prospective Actions Monitor costs at this stage – wet season may require significant increase.


100

Performance Rating:

?

Variance Report Actual expenditure significantly less than (straight line) budget.

Lined Drains Mtce Expenditure (Function 3677) 2007/2008

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000



Prospective Actions A number of line drains have been replaced as part of NDRA repairs. Monitor costs at this stage – wet season may require significant increase.

Performance Rating:

Variance Report Actual expenditure 10% lower than budget.

Unlined Drains Mtce Expenditure (Function 3680) 2007/2008

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000



Prospective Actions Program on target – continue and monitor.


101

Performance Rating:


Parks Infrastructure Mtce Expenditure (Function 3688) 2007/2008

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000



Prospective Actions Expenditure will increase when the growth season begins. Current weather conditions do not required these additional resources.

Performance Rating:

Variance Report Actual expenditure to budget variance steady on 21%.

Foreshore Infrastructure Mtce Expenditure (Function 3691) 2007/2008

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000



Prospective Actions Recent sand replenishment costs will increase the expenditure towards the budgeted amount.


102

Performance Rating:

Variance Report Actual expenditure in line with budget

Cleansing Expenditure (Functions 3694 & 3695) 2007/2008

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000



Prospective Actions Continue program and monitor.

Performance Rating:

Variance Report Number of requests has been received over this month (seasonally adjusted) remains similar to previous two months.

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

Prospective Actions Continue programmed works and proactive maintenance activities.

Number of Public Requests and timeliness of response - rolling report

67926903

6367

59415776

5640 55895589

6180

5527 5546 55265645

5000

5250

5500

5750

6000

6250

6500

6750

7000

7250

7500

7750

8000

1/01

/200

7

1/02

/200

7

1/03

/200

7

1/04

/200

7

1/05

/200

7

1/06

/200

7

1/07

/200

7

1/08

/200

7

1/09

/200

7

1/10

/200

7

1/11

/200

7

1/12

/200

7

Num

ber

Total


103

Performance Rating:

Variance Report Pothole and patching have resumed position as top defect – wet weather is likely to have contributed to this situation.

Number of actioned defects by Type for (Top 10)

196

118

51 39 28 28 12 10 11 90

50100150200250300350400

PotholePatching

Tree & Veg Control

Sign Maintenance

Shape Correction

Edge Break Repair

Drains Clean/Unblock

Kerb & Channel Repair

Bodies Pick Up

Mowing

Playground Equipment MaintNumber of defects actioned

Prospective Actions Reseal program reduced the pavement defect numbers in recent months but this has not be sufficient to counter the deterioration due to wet conditions. Presentation was received from Arborist on development of a Tree Management Strategy.

Performance Rating:

Variance Report Defects identified by MMS Officers vary monthly subject to opportunities for inspections.

MMS (Proactive Maintenance) Defects

272

756

656

734

1057

739

310

607

286

642

81

28

214

133 137 124

394

675

250

592

209

628

0

200

400

600

800

1000

1200

Jan-07

Feb-07

Mar-07

Apr-07

May-07

Jul-07 Aug-07

Sep-07

Oct-07

Nov-07

Dec-07

Num

ber

Completed defects Identified defects

Prospective Actions Currently the trend (taken over this financial year) is for an overall reduction in both number of defects identified and completed.


104

Performance Rating:

Variance Report Parks maintenance round frequency is meeting result target. Sweeping program in suburban areas will continue to be monitored whilst reseal program is being supported to ensure frequency does not get extended.

• Result Measure (Title): Frequency of (Operational) Programmed Maintenance

rounds. • Result Target: Rounds to be not greater than 6 weeks • Reporting Frequency: Monthly • Performance Assessment:

Programmed Maintenance - Road Sweeping and Parks Precinct Average

Cycle Time

(weeks)

Target Achieved

*

Comments (if X)

Nightly Central (CBD)

Nightly

Weekly Central 1 South 1 Fortnightly North 2 South 2 Suburban North 10 Central 12 ? South 12 Ground Maintenance North 6.0 Central 3.1 South 4.3 Mowing North 6.0 Central 2.1 South 3.3

* = Rounds completed within result target

X = Rounds not completed within result target Areas to be Swept in December: North: Stratford, Aeroglen, Machans Beach, Holloways Beach, Yorkeys Knob and

all Coastal Esplanades. Central: Mooroobool and part of Manunda. South: Edmonton and into Bentley Park. Areas to be Swept in January: North: Palm Cove, Buchan’s Point, Palm Cove West, Clifton West, Kewarra West,

Trinity West, Smithfield, Caravonica, Lake Placid, Kamerunga and all Coastal Esplanades..

Central: The remainder of Bungalow, Portsmith, North Cairns, Earlville, Bayview Heights and Woree.

South: Mount Sheridan, White Rock and into Gordonvale.

Prospective Actions Nil Continue to review cycle times in each of the districts to ensure consistency.


105

CENTRAL DISTRICT

Central Sweeper Program 2007 By WeeksProgrammedActual

10-A

ug-0

7

17-A

ug-0

7

24-A

ug-0

7

31-A

ug-0

7

7-Se

p-07

14-S

ep-0

7

21-S

ep-0

7

28-S

ep-0

7

5-O

ct-0

7

12-O

ct-0

7

19-O

ct-0

7

26-O

ct-0

7

2-N

ov-0

7

9-N

ov-0

7

16-N

ov-0

7

23-N

ov-0

7

30-N

ov-0

7

7-D

ec-0

7

14-D

ec-0

7

21-D

ec-0

7

28-D

ec-0

7

4-Ja

n-08

11-J

an-0

8

18-J

an-0

8

25-J

an-0

8

1-Fe

b-08

8-Fe

b-08

15-F

eb-0

8

22-F

eb-0

8

29-F

eb-0

8

7-M

ar-0

8

14-M

ar-0

8

21-M

ar-0

8

Nightly

Weekly

Suburban Sweep

Anderson St (Ambulance)Little St (Cominos House)

Eureka & Gatton St ( Tafe College)

Dates shown are for week ending

Cairns CBD

McCormack St (Traders Lane)Resevoir Rd (Shops)Koch St (Festival Faire)Hoare St (Shops)

Sheridan St (Cairns High 4 sides)Martyn st DepotBotanical Gardens

Freshwater

Collins Avenue & 5 ways

BrinsmeadWhitfieldKanimblaEdge HillManooraMoorooboolManundaWestcourt

EarlvilleBayview HeightsWoree

ParramattaBungalowPortsmithNorth Cairns

The above table shows the expected date of a service (sweep) of a suburb and is indicative only. The programmed time between sweeps of suburbs is 12 weeks, with RRS complaints attended to as they arise. The specific sites listed above are programmed to be swept once every week, with the exception being the C.B.D, which is swept every night. The weekly sites above are swept on Friday morning, with the exception being Sheridan St, Martyn St and Botanical Gardens which are swept on the weekends by the night shift crew. Suburbs swept in December were the remainder of Manunda, Westcourt, Parramatta and part of Bungalow. The programmed runs were marginally affected by operators being on Christmas Leave and Public Holidays. Suburbs to be swept next month are the remainder of Bungalow, Portsmith, North Cairns, Earlville, Bayview Heights and Woree.


106

NORTHERN DISTRICT

The above table shows the date of service (sweep) of a suburb and is indicative only. The current procedure accurately records the time cycle and incorporates a defect log which has directly contributed to an improved cycle time. Suburbs swept December- Smithfield East, Trinity Park, Trinity Beach East, Kewarra Beach East, Clifton Beach East all Coastal Esplanades. January’s Programme- Palm Cove, Buchan’s Point, Palm Cove West, Clifton West, Kewarra West, Trinity West, Smithfield, Caravonica, Lake Placid, Kamerunga and all Coastal Esplanades. The Sweeper is currently achieving a 10 week turnaround cycle.

ProgrammedActual

2-N

ov-0

7

9-N

ov-0

7

16-N

ov-0

7

23-N

ov-0

7

30-N

ov-0

7

7-D

ec-0

7

14-D

ec-0

7

21-D

ec-0

7

28-D

ec-0

7

4-Ja

n-08

11-J

an-0

8

18-J

an-0

8

25-J

an-0

8

Fortnightly

Monthly

Kewarra Beach Esplanade

Cairns Water McGregor RdSuburban Sweep

Northern Sweeper Program 2007 By Weeks

Dates shown are for week ending

Palm Cove Esplanade

Clifton Beach Esplanade

Trinity Beach Esplanade

Machan's Beach Holloways Beach

Yorkey's Knob EsplanadeHolloways Beach EsplanadeMachan's Beach Esplanade

Palm Cove

Yorkeys Knob

Caravonica

Clifton WestKewarra WestTrinity WestSmithfield

Buchans PointPalm Cove West

Aeroglen

Lake PlacidKamerungaRedlynchStratford

PA

VE

ME

NT R

ES

EA

LS

PA

VE

ME

NT R

ES

EA

LS

PA

VE

ME

NT R

ES

EA

LS

PA

VE

ME

NT R

ES

EA

LS

Kewarra BeachTrinity Beach

Clifton Beach

Trinity ParkSmithfield East


107

SOUTHERN DISTRICT

The sweeper programme has now been revised. This should result in the reduction of the suburban cycle to 12 weeks. Areas swept in December were Bentley Park and into Mount Sheridan. The areas to be swept in January are Mount Sheridan, White Rock and into Gordonvale.


108


CWMI

YTD Actual ($)

YTD Budget Revised

($)



Revenue 11,666,015 11,854,074 (188,059) (2) Expenditure 11,677,363 11,775,030 97,667 1


109

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 – Keith Dinnerville

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

Output Title: Output Description: 1. Branch Management 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. Develop a Total Management Plan (TMP) for Fleet Assets


2. Implement Depot Master Plan, Martyn Street, for Cairns Fleet.


3. Establish an AMDP Branch Project Plan incorporating specific project objectives to facilitate fleet management procedures, data capture and performance outcomes

Self Assessment Jul 2007

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


5. 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 2008 90%

* Variance Report for Initiatives not on target: 1. Being incorporated into asset management plans as part of AMDP strategy * Prospective Actions for Initiatives not on target: 1. Being prepared as a Fleet Asset Management Plan


110


Performance Rating:

Variance Report

Overall level of utilisation of Council Fleet

93949596979899

100


Perc

enta

ge

Actual Utilisation Budgeted projected percentage

Result Targets: 95% utilisation

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: Very good utilisation of vehicle fleet. Review of

major plant highlighted low utilisation of Council roller, with probable disposable.

Prospective Actions


3870 YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue 0 0 0 n/m

Expenditure 3,046 4,390 1,344 31

• FAVOURABLE • Reasons: Rounding • Implications / Actions: none


111

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 – Grant Jones



(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.


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) competencies).

Self Assessment Dec 2007 90% X

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


* Variance Report for Initiatives not on target: 2. Delays in booking a qualified assessor. * Prospective Actions for Initiatives not on target: 2. Awaiting DIR response to licence assessor.

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: Significant improved customer satisfaction in

recent times. Greater involvement in resource planning now occurring.

Prospective Actions


112


3871 YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue 4,904,565 4,941,710 (37,146) (1) Expenditure 4,918,718 4,882,370 (36,348) (1)


113

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 – Nick Coull



(enter ) No *

(enter X) 1. Establish a policy for standardising Light

Commercial vehicle replacement Sep 2007 95% X

2. Establish a Centre of Expertise for fleet asset management issues

Jun 2008 75%

3. Review a Risk Management Strategy for Fleet asset Management

Dec 2007 85% X

4. Develop a Five year Plant Replacement Program and Ten year Forward Plan

Jun 2008 85%

* Variance Report for Initiatives not on target: 1. Awaiting outcome discussion on proposed recommendations for vehicle replacement policy. 2. Draft Branch AMP under review. Expect implementation of risk strategy during January 2008. * Prospective Actions for Initiatives not on target: 1. Meeting with GM, CW&S on proposed policy change. 2. Risk strategy for fleet assets into place during January 2008.


114


Performance Rating:

Variance Report Some minor delays in truck replacements.

Achievement Of Annual Fleet Procurement Program

-10

10

30

50

70

90

110


Perc

enta

ge

% fleet asset procurement Target

Result targets: 100%

Prospective Actions On target for completing replacement program for 06/07 and 07/08.

Performance Rating:

Variance Report 90% disposal of assets now within one month of replacement.

Achievement Of Annual Fleet Disposal Program

-10

10

30

50

70

90

110


Perc

enta

ge

% of plant disposal Target

Result targets: 90% of vehicles and plant eligible for disposal

Prospective Actions Obtaining good sale values. Maintain option to dispose of assets.

Performance Rating:

Variance Report Some over aged assets still remain.

Achievement Of Fleet Asset Values at Disposal

80

90

100


Perc

enta

ge

% of hire rate disposal value Target

Result targets: At least 95% of hire rate disposal value

Prospective Actions Alignment of replacement with due replacement time.


115


3873 YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue 4,516,107 4,656,898 (140,791) (3)

• UNFAVOURABLE • Reasons: - Higher than expected

increase in revenue target. - Change in cost centre for some internal hire. • Implications / Actions: Adjust for

external hire. Expenditure 3,782,747 3,871,526 88,779 2


116

ACTIVITY: Fleet Workshops

Mission To provide best practice mechanical services to fleet and fixed installations for cairns City Council.

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

and fleet items Service delivery in accordance with Service Level Agreements; includes provision of an after hours service.

Officer Responsible: Team Leader Fleet Mechanical Services – Kevin Dalgairns




No * (enter X)

1. Review of vehicle servicing intervals Self Assessment Sep 2007

2. Review of plant and vehicle service and repair processes, including communication, system support, and value adding.


3. Review of workshop production and organisational



Performance Rating:

? Variance Report

• Result Measure (Title): Customer survey • Result Target: 90% satisfaction • Reporting Frequency: Six monthly • Performance Assessment: Low return of Customer Survey forms. Redo

Customer Survey in February 2008.

Prospective Actions


TSFW (3782, 3874

& 3875)

YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue 2,783,697 2,785,529 (1,832) 0 Expenditure 2,953,261 3,007,885 54,624 2


117

ACTIVITY: Metal Fabrication

Mission Best practice metal fabrication services to fleet and fixed installations for Cairns City Council.

Output Title: Output Description: 1. Metal fabrication for and repair of fixed

installation. 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 40%


Performance Rating:

? Variance Report

• Result Measure (Title): Customer survey • Result Target: 90% satisfaction • Reporting Frequency: Six monthly • Performance Assessment: High productivity and quality work being

performed. Re-issue of Customer Survey forms in February 2008.

Prospective Actions


3874 (this function is reported above

in Fleet Workshops)

YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)



Revenue 503,062 473,994 29,068 6 • FAVOURABLE • Reasons: Higher productive effort. • Implications / Actions: Monitor

Expenditure 568,713 588,992 20,278 3

• FAVOURABLE • Reasons: Improving profitability of

section. • Implications / Actions: Monitor

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