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Agenda – Works & Services Committee 15/4/09 - #2017474

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WORKS & SERVICES COMMITTEE

15 APRIL 2009

8 WORKS & SERVICES MONTHLY REPORT FOR MONTH OF MARCH 2009 John Hawkes: sjc: 1/3/21-07: #2010080

RECOMMENDATION: That this report be noted.

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

CONSIDERATIONS: Comment: This document reports on performance against the 2008 / 2009 Operational Plan. It should be noted that it only incorporates those activities that are reported on a monthly and quarterly basis. Budget Error Cairns Works continues to report actuals against a typical non linear expenditure pattern. The green line represents what should be the typical pattern of budgeted expenditure (generally non linear) which could be expected for the relevant areas. On this months report for Cairns Works, as shown initially last month, you will notice an additional line has been added (green line). This line represents what should be the typical pattern of budgeted expenditure (generally non linear) which could be expected for the relevant areas. This line represents the programmed cash flow produced by Cairns Works at the beginning of the year. This additional information has been included in response to concerns that Council’s existing graphs showing linear budgets is non linear expenditure are not as informative as they could be.


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Cairns Works is working towards introducing reporting of cash flowed budget reporting as of July 2009. John Hawkes General Manager Works & Services


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

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

Officer Responsible General Manager –Works & Services – John Hawkes

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

Output Title: Output Description: 1. Performance review of managers work Review of work performed by each branch and the

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

• Customer management. 2. Coaching and support of staff across the

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

3 Policies and Administrative Instructions relevant to Departmental operations

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

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

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

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

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

6. Public consultation and external & internal communication

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

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

Officer Responsible: General Manager Works & Services – John Hawkes

On Target Operating Initiative Status Relevant Linkage(s)

Due Date Complete (enter %) Yes

(enter ) No *

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

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

Corporate Plan 10.4.1

Jun 2009

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

Corporate Plan 6.6.3

Jun 2009

* 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) Performance Rating:

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

Departmental Budget Performance

-60

-40

-20

0

20

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

Perc

enta

ge u

nder

/ove

r bu

dget

Revenue Expen Rev Tol Exp Tol

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

Prospective Actions Action to accelerate process being taken.

Performance Rating:

Variance Report

Departmental Capital Budget Performance

0

20

40

60

80

100

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

Budget % spend actual & committals Budget % spend target

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

Prospective Actions


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Performance Rating:

Variance Report

Department Safety Performance - Lost Time Injury Frequency Rate

0

10

20

30

40


LTIF

R

Lost Time Injury Frequency Rate Council Target

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

Prospective Actions

Performance Rating:

Variance Report

Department Safety Performance - Lost Time Injury Duration Rate

05

1015202530354045


LTID

R

Lost Time Injury Duration Rate Council Target

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

Prospective Actions


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Performance Rating:

? Variance Report High level of CRM requests due to heavy rain and flooding in January and February.

Customer Request Management (CRM) Department Performance

0

200

400

600

800

1000


Open Requests Overdue Requests Overdue Requests 07/08

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

Prospective Actions


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Operating Budget Assessment:

WSGM YTD Actual ($)

YTD Budget Revised

($)

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

Actions (where variance is +/- 2%)

Revenue 139,185 109,674 29,511 27

FAVOURABLE • Reasons: Increased usage of

Consultation & Communications by other Branches

• Implication/Action:

Expenditure 399,639 494,138 94,500 19

FAVOURABLE • Reasons: Target Savings of $75K

was included as a positive rather than a negative; $20K Corporate Uniforms and Trainee Oncosts unspent.



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

our client's goals and expectations.

Officer Responsible: Manager Business Support – Stephen Agius

ACTIVITY: BUSINESS SUPPORT

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

Output Title: Output Description:

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

1. Financial Support for Works & Services Department

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

2 Administration Support for Works & Services Department

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

3 Logistical Services for Works & Services Department

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

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

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

Officer Responsible: Manager Business Support – Stephen Agius



(enter ) No *

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

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

Dec 2008

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

Mar 2009 50% x

3. Develop and implement AMDP Branch Project Plan.

Corporate Requirement Jun 2009 75%

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


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

Performance Rating:

Variance Report

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

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

Prospective Actions

Performance Rating:

Variance Report

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

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

Prospective Actions

Performance Rating:

? Variance Report

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

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

functions through operating capability. • Reporting Frequency: Quarterly • Performance Assessment: During the 3 month budget review the corporate

overheads had increased from the previous guidance given of 07/08 plus 5% some areas have experienced increases of over 50%. The subsequent review of the branch overheads have been commenced but not completed.

Prospective Actions


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Administration Support

Performance Rating:

Variance Report

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

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

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

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

Prospective Actions

Performance Rating:

Variance Report

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

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

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

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

Prospective Actions

Logistical Support

Performance Rating:

Variance Report

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

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

Prospective Actions


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WSBS YTD Actual ($)

YTD Budget Revised

($)



Revenue 782,269 752,009 30,260 4

FAVOURABLE • Reasons: Recovery of Small Plant

Oncost over budget due to increased hours worked by client – charges based on hourly rate.

• Implication/Action Review hourly rate

Expenditure 1,390,440 1,420,356 29,916 2


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

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

ACTIVITY: Project Services

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

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

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

in accordance with Council’s Customer Capital Works Program.

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

The Development Manual aims to achieve the following objectives:

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

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

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

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

Officer Responsible: Manager Project Services



(enter ) No *

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

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

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

Jun 2009 95%

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

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

Jun 2009 80%

3. Develop and implement AMDP Branch Project Plan.



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

Performance Rating:

Variance Report Nil

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

Prospective Actions

Performance Rating:

? Variance Report Skilled resource shortages causing delays.

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

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

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

Performance Rating:

Variance Report Nil

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

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


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WSPS YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,819,198 1,864,724 (45,526) (2)

Expenditure 2,295,267 2,131,828 (163,439) (8)

UNFAVOURABLE • Reasons: Understaffed for the year

to date, meaning branch unable to fully recover overheads from change out rates.

• Implication/Action: Charge out rates adjusted to cover the shortfall during the remainder of this year.


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BRANCH INFRASTRUCTURE MANAGEMENT

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

Officer Responsible Manager Infrastructure Management – Stephen Tyter

ACTIVITY: Infrastructure Management Administration

Mission Ensuring that Council’s investment in infrastructure, and the capacity to deliver services to meet community needs, is delivered through the functional areas of:

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

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

Output Title: Output Description: 1. Strategic Infrastructure Planning Performance setting and review of service levels (incl relevant

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

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

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

Amenities, Toilets) • Land; • Sport & Recreation facilities


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

Program Performance reports for Annual and 5 Year Capital Works Programs

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

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

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

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



(enter ) No *

(enter X) 1. Complete Priority Infrastructure Plan (PIP)

Corporate Plan 1.2.3 & 1.3.1

Dec 2009 80% x

2. Develop and implement AMDP Branch Project Plan

Corporate OFI Dec 2009 20% x

* Variance Report for Initiatives not on target: 1. PIP: changes to PIP guidelines by State Government require substantial re-work to comply with new requirements and have delayed project. Report submitted to Council giving further detail. 2. AMDP Project: Vacancies in key roles continue to impact on progress on AMDP Branch Management Plans. * Prospective Actions for Initiatives not on target: 1. PIP: Have now engaged Integran to complete CRC PIP 2. AMDP: Continue to review possible candidates to fill vacancies.

Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory) Capital Works Program Management

Performance Rating:

? Variance Report 50% actual, 70% actual & committal. Extra ordinary expenditure in November for Edmonton land purchase ($11.6M).

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

- excl Water & Waste

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

100%110%


% o

f com

plet

ion

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

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

Prospective Actions Maintain current rate & production.


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Customer Response and Works Investigations

Performance Rating:

? Variance Report For March, received 63 enquiries, completed 49 with 14 outstanding representing 78% completion.

Customer Response

020406080

100120140


Num

ber

Number of requests receivedNumber responded to within 4 weeks

Result Targets: 90% within 4 weeks

Prospective Actions Significant increase in enquiries due to flooding in January and again in February, working through backlog.


WSIM YTD Actual ($)

YTD Budget Revised

($)



Revenue 20,154,297 45,157,702 (25,003,405) (55)

UNFAVOURABLE • Reasons: Capital grant incorrectly

budgeted; Backlog of donated assets to be processed.

• Implication/Action: Capital Grants and budgets revised. Current vacancy being finalised.

Expenditure 82,905,244 84,522,807 1,617,563 2


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ACTIVITY: Transport

Mission To provide a safe, adequate, effective, efficient and sustainable transport services at an agreed level of service at minimum long term cost using:.

• roads, • cycleway/footpath networks • bridges • kerb & channel • traffic facilities • transport facilities • roads ancillary • street lighting • Daintree Ferry

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

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

2. Adequate road drainage (kerb and channel infrastructure)

Serviceable and capable kerb and channel infrastructure provided and maintained by the application of systematic programs for refurbishment/ renewal/ construction, maintenance and operations

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

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

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

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

7. Roads Ancillary

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

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


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Officer Responsible: Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X) 1. Review Transport Strategy Corporate

Plan 2.1.1 Dec 2009 5% x

2. Complete development of a Total Management Plan for Transport

Corporate Plan 2.1.3 Dec 2009 10% x

3. Develop service standards / customer charter for Transport activity


4. Develop road safety performance indicators


* Variance Report for Initiatives not on target: Several vacancies in key positions unable to be filled. * Prospective Actions for Initiatives not on target: Assessing candidates at moment. Operating Budget Assessment:

TRTF YTD Actual ($)

YTD Budget Revised

($)



Revenue 8,758,027 22,023,823 (13,265,795) (60)

UNFAVOURABLE • Reasons: Backlog of donated

assets being transferred to Council’s Asset Register.

• Implication/Action: Software was purchased to allow processing of donated assets. Candidates to fill vacant position being assessed at the moment.

Expenditure 41,246,943 45,014,843 3,767,901 8

FAVOURABLE • Reasons: Discrepancy between

budgeted and realised depreciation. Adjustment made to properly represent accounting treatment for Cairns Works.



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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.



(enter ) No *

(enter X) 1. Develop Drainage Strategy Corporate

Plan 3.3.1 & 3.4.1

Dec 2009 20%

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

3. Develop service standards/customer charter for drainage activity

Corporate Plan 3.4.1 Jun 2009 5% X

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


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Flood Mitigation

Performance Rating:

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

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

0 0 00

10203040506070


Num

ber

Actual 2007/08 Actual 2008/09

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

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


MCDI YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,326,808 13,355,984 (12,029,176) (90)

UNFAVOURABLE • Reasons: Backlog of donated

assets being transferred to Council’s Asset Register.

• Implication/Action: Software was purchased to allow processing of backlog of donated assets. Candidates to fill vacant position have been interviewed.

Expenditure 9,595,764 9,973,601 377,837 4

FAVOURABLE • Reasons: Payment for River Trust

receipt incorrectly charged to another function. Depreciation charges less than budget.

• Implication/Action: Journal River Trust receipt charge to correct function. Investigate discrepancy with depreciation charges.


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ACTIVITY: Parks & Foreshores

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

Output Title: Output Description: 1. Parks Serviceable and safe Council parks infrastructure maintained

with the application of systematic programs for refurbishment/renewal/construction and maintenance and inspection with specific attention to seasonally based programmed maintenance for: • Parks vegetation control; • Parks tree maintenance; • Parks equipment/facility maintenance;

• Public toilets 2. Foreshores Serviceable and safe Council foreshore infrastructure

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

rehabilitation;

• Canal Dredging. Officer Responsible:

Manager Infrastructure Management – Stephen Tyter



(enter ) No *

(enter X) 1. Develop Parks Facilities Strategy Corporate

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

charter for Parks & Foreshores activities Corporate Plan 1.2.4 Jun 2009 60%



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PFPI YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,690,759 1,644,824 45,935 3

FAVOURABLE • Reasons: Value of contributed

parks assets in advance of budget estimate. Contribution from DOH for Shang Park not budgeted.

• Implication/Action: Adjust budgets at next opportunity.

Expenditure 12,166,803 12,733,919 567,117 4

FAVOURABLE • Reasons: Expenditure lagging

budgeted. • Implication/Action: Have asked

Cairns Works to provide explanation / details.


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ACTIVITY: Natural Disaster Response

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

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

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



(enter ) No *

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

Corporate Plan 6.5.3 Jun 2009 X

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

3765 YTD Actual ($)

YTD Budget Revised

($)



Revenue 5,455,301 4,354,201 1,101,100 25

FAVOURABLE • Reasons: Claims for NDRRA

works now approved – works were carried out in advance of budgeted timing (corresponding expenditure variations)

• Implication/Action: Revenue budgets to be adjusted at next opportunity to reflect expected grants. Claim for $1M for expenditure to this period has been submitted in early January – this will make comparison of Revenue : Expenditure accurate, with the remaining variation being the ‘trigger point’ contribution which Council are responsible for

Expenditure 9,526,717 5,990,218 (3,536,499) (59)

UNFAVOURABLE • Reasons: Timing of NDRA works

ahead of budgeted. • Implication/Action: As year

progresses the actuals will align more closely to budgets as timing variation becomes less


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ACTIVITY: Natural Resource Management

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

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

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

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

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

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



(enter ) No *

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

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

Corporate Plan 4.1.3 Jun 2009 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 2009 80%

3. Develop and finalise the NCR Strategic Plan

Corporate Plan 4.1.1 Jan 2009 85% x

* Variance Report for Initiatives not on target: 3. Continuing and expect draft by end of April to allow coordination with Corporate Planning and suitable consultation. * Prospective Actions for Initiatives not on target: 3. Develop plan to allow informed development of 09/10 completed budget. Delivered presentation on strategy at Flight of the Tropic workshop on 5/2/09. Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

Variance Report 11034 plants propagated. 501 trees provided to community groups.

Number of plants propogated & trees provided for community groups

0250050007500

1000012500


Num

ber

Number of plants propogated Number of tree provided for community groups

Result Target: Propagation rates within 3% of target

Prospective Actions Seed collection continuing.


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Performance Rating:

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

Educate community & other Council Depts on natural resource management

01234

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

Num

ber

# of sessions Target

Result Targets: A minimum of 2 sessions per quarter

Prospective Actions

Performance Rating:

Variance Report

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

• Reporting Frequency: Quarterly • Performance Assessment: Total Planted Jan – Mar is 11037 Kamerunga Conservation Park – 2395 planted Cattana Wetlands – 1215 planted Port Douglas - 413

Prospective Actions

Performance Rating:

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

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

• Reporting Frequency: Monthly • Performance Assessment: 5478 trees provided to community for Jan to

Mar Pest Management Officer – presentation & site visits with TAFE. Prospective Actions

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


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Performance Rating:

Variance Report No notices issued in December

Number Of Notices complied With Against Numbers Issued

0 0 0 0 0 0 0 0 00 0 0 0 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 Have been working with landowners on weeds – Thunbergia-class 2, Pond Apple-class 2, 2 x Pest Management plan – property level 1. Sicklepod 2. Siam Weed 3. Hiptage 4. Leuceana 5. Brillantasisa 6. Miconica

Performance Rating:

Variance Report

Area of land controlled of weeds (Hectares)

01020304050

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

Are

a of

land

con

trol

led

(hec

tare

s)

Area controlled 2007/08 Area controlled 2008/09

Result Targets: Equal or better than previous year

Prospective Actions Pond Apple – Daintree Hymenachne – Russell River Thunberga – Edge Hill/Babinda Brillantasia – Whyanbeel Creek Miconis - Daintree


84

Performance Rating:

Variance Report Lots of wild dog enquiries.

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

area

00 00

1020304050

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

ber l

ogge

d

Incomplete Resident Responses Completed Resident Responses

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

Prospective Actions Programmed trapping in Daintree, ongoing – 33 pigs caught. Dog trapping in Aloomba, Gordonvale & Miallo, Cow Bay & Mossman.


CSNR YTD Actual ($)

YTD Budget Revised

($)



Revenue 531,567 1,282,057 (750,490) (59)

UNFAVOURABLE • Reasons: Variance due to

budgeted timing of subsidy for capital works grant for Cattana.

• Implication/Action: Will balance as work completed.

Expenditure 1,512,170 1,732,527 220,356 13

FAVOURABLE • Reasons: Funded works continued

to be rolled out • Implication/Action: Will balance

as works completed.


85

ACTIVITY: Daintree Ferry Operations

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

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

service. Officer Responsible: Manager Infrastructure Management – Stephen Tyter


3790 YTD Actual ($)

YTD Budget Revised

($)



Revenue 2,132,888 2,280,684 (147,796) (6)

UNFAVOURABLE • Reasons: Lag of income may be

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

• Implication/Action:. Continue to monitor.

Expenditure 1,244,412 1,328,712 84,300 6

FAVOURABLE • Reasons: Provision for dredging

likely to be required after wet season.

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


86

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

customers. Officer Responsible: Manager Technical Support Services

ACTIVITY: Technical Support – General Administration

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

Output Title: Output Description: 1. Profit from activity of Type 3 business units Generation of a positive EBIT result for the year in each of the

Branch Type 3 Business Units 3. Customer Management (Communication

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

Officer Responsible: Manager Technical Support Services – Ross McKim

On Target Operating Initiative Status Relevant

Linkage(s) Due Date Complete

(enter %) Yes (enter )

No * (enter X)

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

Self Assessment Jun 2009 75%

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

Self Assessment Dec 2008



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

3800 YTD Actual ($)

YTD Budget Revised

($)



Revenue 0 0 0 n/m

Expenditure 290,017 290,656 639 0


87

ACTIVITY: Facilities Maintenance

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

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

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

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

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

3. Trunk Mobile Radio (TMR) Management Various Branches of Cairns Regional Council use TMR’s as one of their vehicles for communication. Facilities maintenance is responsible for the maintenance and management of these units and the operation of the system network.

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

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

5. Bureau of Meteorology Flood Mitigation System Maintenance

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

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

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




No * (enter X)

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


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

Self Assessment Jun 2009

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

Self Assessment

Jun 2009 80%



88

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

Performance Rating:

Variance Report

Response To Life Threatening Work Requests

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 Continue program

Performance Rating:

Variance Report

Response To Operationally Critical Work Requests

05

101520253035404550


Num

ber

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

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

Prospective Actions


89

Performance Rating:

Variance Report

Response To Operationally Non-Critical Work Requests

0153045607590

105120


Num

ber

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

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

Prospective Actions

Performance Rating:

Variance Report

Response To Routine Work Requests

0

50

100

150

200

250


Num

ber

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

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

Prospective Actions


90

Performance Rating:

Variance Report Nil

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

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


Performance Rating:

Variance Report

• Result Measure (Title): Citysafe CCTV Network reliability • Result Target: >95% network operation • Reporting Frequency: Monthly Performance Assessment: Intermittent fault with data cable to camera 28. Excavation required, programmed for first week in April. Intermittent fault with camera 10 – new fibre cable being installed. Cameras in Network: 59 Hours available: 43070 Downtime hours: 931 Downtime %: 2.16% Camera availability %: 97.84%



TSFM YTD Actual ($)

YTD Budget Revised

($)



Revenue 5,440,793 5,321,115 119,677 2

Expenditure 7,147,709 7,579,219 431,510 6

FAVOURABLE • Reasons: Changes to Facilities

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

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


91

ACTIVITY: Design Services

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

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

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

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

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

4. Stormwater drainage, water and sewerage infrastructure searches

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

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



(enter ) No *

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

Queensland Main Roads following Pre-qualification.

SELF ASSESSMENT Dec 2008

2. Improve sustainability of Design Office practices.

Self Assessment JUN 2009 50%

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

SELF ASSESSMENT JUN 2009 70%

* 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

Number of design projects completed

0

5

10

15

20


Num

ber

# of commissions received# of design projects completed

Prospective Actions


92


3830 YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,693,274 1,791,065 (97,791) (5)

UNFAVOURABLE • Reasons: Internal revenue

increasing over past 2 months, reducing deficit.

• Implication/Action: Balance pending next month.

Expenditure 1,725,507 1,697,511 (27,996) (2)


93

ACTIVITY: Survey Services

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

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

design Accurate and timely engineering surveys undertaken to customer requirements.

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

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

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



(enter ) No *

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

and implement a standard construction set-out process


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


3. Develop and maintain third party quality assurance certification

Self Assessment Jun 2009

* 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

Number of projects completed

020

4060

80100


Num

ber

# of commissions received # of survey projects completed



3831 YTD Actual ($)

YTD Budget Revised

($)



Revenue 981,340 993,382 (12,041) (1) Expenditure 969,771 953,825 (15,946) (2)


94

ACTIVITY: System Support Services

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

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

technical advice on CWS planning, construction and maintenance activities.

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

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

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

• Audit of the completion of inspection and test plans. • Provision of technical advice for the maintenance of

Council SafePlan system. • Provision of technical advice to Project Services for the

maintenance of the Pre-construction Service Delivery system.

3. Legislative/Standard/Code advice and compliance.

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

• Obtaining environmental approvals for construction and maintenance activities.

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

• Compilation of Lost Time Injuries statistics for the General Manager

Officer Responsible: Coordinator Systems Support Services




No * (enter X)

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


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


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




95


Performance Rating:

Variance Report Nil

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

00 00 0 0 0 0 0012345


Num

ber

Number of complaints Target

Results Targets: Less than 2 complaints received per month.

Prospective Actions Continue

Performance Rating:

Variance Report Nil

Percentage of SQE audits completed in accordance with annual schedule

0

20

40

60

80

100


Perc

enta

ge

percentage completed Target

Results Targets: 90% of audits completed to schedule.



96

Performance Rating:

Variance Report Nil

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

compliance

020406080

100


Perc

enta

ge

percentage completed Target

Results Targets: 90% compliance to approval and reporting requirements



TSSS YTD Actual ($)

YTD Budget Revised

($)



Revenue 86 175 (89) (51)

UNFAVOURABLE • Reasons: Insignificant volume • Implication/Action: Nil

Expenditure 135,285 150,316 15,031 10

FAVOURABLE • Reasons: Staff vacancy –

Coordinator role now filled • Implication/Action: WH&S

position currently being recruited.


97

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

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

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

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

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

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

3. Management of Council / SES relationship. Provision of adequate facilities and equipment for the SES groups in Cairns and liaison with SES in times of disaster.

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

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

Provision of administration and support to process funding claims and grants

6. Manage Council’s Local Disaster Coordination Centre Response

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

Officer Responsible: Disaster Management Operations Officer




No * (enter X)

1. Establish the new Cairns Regional Council Disaster Group

Qld Disaster Mng Act (2003)

Oct 2008

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

Qld Disaster Mng Act (2003)

Mar 2009

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

Self Assessment Jun 2009 20% X

4. Storm Tide Maps Corporate Plan 6.5 Jun 2009 20% x

* Variance Report for Initiatives not on target: 3. Staff absence and active wet season has prevented progress on this project. 4. Some issues identified with project data resulting in delays * Prospective Actions for Initiatives not on target: 3. Will re-assess timelines when Disaster Management Officer returns from maternity leave. 4. Liaise with Infrastructure Management and DMR to rectify inconsistencies in data


98


Performance Rating:

Variance Report 3 meetings held this quarter – minutes #1569903

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

0

24

68

10


Num

ber

Meetings co-ordinated Target

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

Prospective Actions

Performance Rating:

Variance Report 3 DDMG meetings attended this quarter

No. of District Disaster Group Meetings attended

0

2

4

6

8


Num

ber

Meetings co-ordinated Target

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

Prospective Actions


99

Performance Rating:

Variance Report

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

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

• Reporting Frequency: Quarterly Performance Assessment: Cyclones Larry/ Monica Claim The NDRRA works for the Cyclones Larry/Monica claim have now been finalised, except for the following job: Former Douglas Shire Council Claim – Bloomfield Causeway:

Restoration works on this was sub-contracted to Cook Shire Council for the amount of the submission approved by Dept. Local Government – these works were completed several months ago but finalisation of the payment to Cook Shire and claiming of this payment from the funding body has been delayed while the substantial cost over-run of the works is being investigated.

Following extensive site inspections by CRC officers and a pricing of site works by an independent valuer this matter is close to finalisation.

NOTE: Babinda Boulders

Prior Part A Reports referred to an outstanding Cyclone Larry job as “Babinda Boulders Footbridge” late submission of which was under consideration by the national funding body.

Official notification has since been received that this submission has been rejected and consequently no further funding is available.

Feb/March 2008 Monsoonal Flooding Claim Official Ministerial approval for the above claim has been received. Council has commenced work on a number jobs identified in the claim. Main Roads Department (as the Department of Local Government’s auditors) have inspected each of the sites prior to works commencing. This affects Disaster Management budgets in the following way:

Expenditure (internal) – is overspent as the contractor (Cairns Works) has to be reimbursed monthly for works carried out.

Revenue (internal) – is correspondingly over budget as the asset owner (infrastructure Management) reimburses Disaster Management for these funds paid to Cairns Works for these works.

Prospective Actions


100


TSDM YTD Actual ($)

YTD Budget Revised

($)



Revenue 9,727,191 7,961,546 1,765,645 22

FAVOURABLE • Reasons: Higher than expected

revenue generated through additional NDRRA resulting from recent floods.

• Implication/Action: Final annual figures will exceed budgeted amounts as final Review was prepared prior to full extent of damages being known.

Expenditure 10,207,983 7,772,402 (2,435,581) (31)

UNFAVOURABLE • Reasons: Additional expenditure

due to new declared event (refer corresponding revenue increase). Implication/Action: Final annual figures will exceed budgeted amounts as final Review was prepared prior to full extent of damages being known.


101

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

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

Officer Responsible: Manager Cairns Works

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

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

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

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

Officer Responsible: Manager Cairns Works



(enter ) No *

(enter X) 1. Complete program for provision of

traineeships / cadetships and recognition scheme

Self Assessment Performance Reviews

Jun 2009 66

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

Self Assessment Jun 2009 75

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


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

Quality Assurance Certificate Corporate Plan 10.4.1

Oct 2008


Corporate Requirement Jun 2009 75



102


CWMA YTD Actual ($)

YTD Budget Revised

($)



Revenue 13,961,928 14,021,254 (59,327) 0

Expenditure 16,766,565 12,728,932 (4,037,633) (32)

UNFAVOURABLE • Reasons: COIL failure to charge

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


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


103

ACTIVITY: Cairns Works Construction

Mission To safely construct civil engineering projects for Cairns Regional Council and external clients that

are on time, within budget and to specification. Output Title: Output Description: 1. Cairns Regional Council Capital Project

Construction • Major Projects - Construction of various capital funded

projects, including asset rehabilitation and renewal, as well as new work.

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

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



(enter ) No *

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

Review Jun 2009 58

2. Project Management training completed for Senior Supervisors



Performance Rating:

Variance Report Internal Revenue and Expenditure are similar.

Financial Performance (Internal) - 3659

0

5,000,000

10,000,000

15,000,000

20,000,000


$

Expenditure Revenue

Result Targets: Minimum 2% profit margin

Prospective Actions Nil


104

Performance Rating:

Variance Report Revenue is 17.8% greater than expenditure.

Financial Performance (External) - 3656 & 3658

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

Jul

Aug Sep OctNov Dec Ja

nFeb Mar Apr

May Jun

$

Expenditure Revenue

Result Targets: Minimum 7% profit margin

Prospective Actions Nil (currently this is a good result)


CWWO YTD Actual ($)

YTD Budget Revised

($)



Revenue 35,405,624 34,697,258 708,366 2

Expenditure 34,182,403 35,867,314 1,684,911 5

FAVOURABLE • Reasons: Some slow down of

expenditure prior to weather improving

• Implication/Action: Revenue is greater than expenditure.


105

ACTIVITY: Road Maintenance Performance Contract (RMPC)

Mission To maintain status of Cairns Works as an approved provider of Road Maintenance Performance

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

Output Title: Output Description: 1. Maintenance of road pavements Patching and general repair, as and when required, of road

pavements of roads under the care, control and management of DMR.

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

3. Amenity maintenance of roadsides and reserves

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

4. Advisory role for main roads asset management

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

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



(enter ) No *

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

service with DMR reps RMPC Contract Jun 2009 50

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

Corp & DMR software packages Oct 2008

* Variance Report for Initiatives not on target:

* Prospective Actions for Initiatives not on target:

Meeting with RMPC reps scheduled for April and will include budget and scope of work discussions. Operating Budget Assessment:

3654 YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,580,775 1,488,865 91,910 6

FAVOURABLE • Reasons: See below

Implication/Action: DMR have agreed to pay for works that were carried out outside of the RMPC.

Expenditure 1,763,511 1,719,647 (43,864) (3)

UNFAVOURABLE • Reasons: Additional works carried

out outside of the RMPC. • Implication/Action: See above


106

ACTIVITY: Cairns Works Maintenance

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

foreshore assets as well as for presentation standards which enhance the image and character of the Cairns region.

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

pavement integrity and safe travel conditions for Council controlled roads.

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

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

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

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

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

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

Districts On Target Operating Initiative Status Relevant



No * (enter X)

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

Asset Management

Plans Jun 2009 40

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

AMDP system Jun 2009 On hold

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

OFI Jun 2009 40

4. Review and re-define all depot and precinct depot requirements

Corporate depot

development strategy

Jun 2009 50

5. Growth budget detail capture OFI Feb 2009

* Variance Report for Initiatives not on target: 2. Data communication provisions in the field is subject to AMDP and enterprise solution progress. * Prospective Actions for Initiatives not on target: 2. Proof of concept for details on data to be collected for parks maintenance and trial to begin next month. This will set the scene for smooth expansion to electronic data communication into the field.


107


Performance Rating:

Variance Report Variance remaining constant.

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

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

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

Actual 08/09 Budget 08/09 Programmed Cash Flow

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

Prospective Actions Continue programs to keep variation in check.

Performance Rating:

Variance Report Variance increased due to opportunity to carry out some post wet K&C maintenance

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

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000



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



108

Performance Rating:

? Variance Report Variance remaining constant.

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

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000



Prospective Actions Likely that program will come in under budget but balanced with Transport and K&C variation.

Performance Rating:

Variance Report Variance has reduced by 0.5%.

Street Sweeping Expenditure (Function 3666) 2008/2009

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000



Prospective Actions Continue program and monitor variance.


109

Performance Rating:

Variance Report Actual costs greater than budget.

Bridge Mtce Expenditure (Function 3668) 2008/2009

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000



Prospective Actions Bridge Maintenance contract payment due to repairs required. Program is on track.

Performance Rating:

X Variance Report Actual is significantly greater than programmed YTD budget.

Footpath Mtce Expenditure (Function 3670) 2008/2009

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000



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


110

Performance Rating:

Variance Report Nil.

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

$0

$50,000

$100,000

$150,000

$200,000

$250,000



Prospective Actions Continue to monitor program.

Performance Rating:

Variance Report Variance has reduce significantly in past two months.

Underground Drainage Mtce Expenditure (Function 3675) 2008/2009

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000



Prospective Actions Expenditure pattern different than initially predicted due to minor climatic difference than expected. Program is back on track.


111

Performance Rating:

?


Lined Drains Mtce Expenditure (Function 3677) 2008/2009

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000




Performance Rating:

Variance Report Nil

Unlined Drains Mtce Expenditure (Function 3680) 2008/2009

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000



Prospective Actions Continue to monitor program.


112

Performance Rating:

Variance Report Variance reducing.

Parks Infrastructure Mtce Expenditure (Function 3688) 2008/2009

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000



Prospective Actions Actual expenditure increasing due to growth season – predicted increase earlier than actual. Program expected to return to planned pattern over coming months.

Performance Rating:

? Variance Report Variance is reducing.

Foreshore Infrastructure Mtce Expenditure (Function 3691) 2008/2009

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000



Prospective Actions Foreshore maintenance actual is less than predicted currently – continue to monitor program.


113

Performance Rating:


Cleansing Expenditure (Functions 3694 & 3695) 2008/2009

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000




Performance Rating:

Variance Report Seasonally adjusted customer request numbers have started to drop off having peaked last month following improved weather conditions.

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

Prospective Actions Monitor request types and location to determine any opportunities to introduce programmed actions.

Number of Public Requests - seasonally adjusted rolling report

65556637

67236846 6889

7082 7153

7387 7333

7675

7986

7773

5000

5250

5500

5750

6000

6250

6500

6750

7000

7250

7500

7750

8000

Apr-08

May-08

Jun-08

Jul-08 Aug-08

Sep-08

Oct-08

Nov-08

Dec-08

Jan-09

Feb-09

Mar-09

Num

ber

Total


114

Performance Rating:

Variance Report Vegetation issues have replaced pothole patching as most actioned defect due to peak of growth season.

Number of actioned defects by Type for (Top 10)

306

237

75 69 53 49 43 41 37 35

050

100150200250300350400450500

Tree and Vegetation Control

Pothole Patching

Unlined Drain Cleaning

Sign Maintenance

Concrete Path Repairs

Shoulder Edge Break Repair

Kerb and Channel Repairs

Drainage Scour Repairs

Miscellaneous/Other

Street and Park Litter Collection

Number of defects actioned

Prospective Actions Continue with programmed maintenance – carry out programmed vegetation trimming to reduce defects.

Performance Rating:

Variance Report As with reactive (requested) maintenance, proactive maintenance is dropped back from peak of last month.

MMS (Proactive Maintenance) Defects

788

666723 767

872924 889

741661

1220

1715

1158

256 212309

364443

643

454531

349398

537

267

0

200

400

600

800

1000

1200

1400

1600

1800

2000

Apr-08

May-08

Jun-08

Jul-08

Aug-08

Sep-08

Oct-08

Nov-08

Dec-08

Jan-09

Feb-09

Mar-09

Num

ber

Completed defects Identified defects

Prospective Actions Nil Identified defects have reduced this month whilst officers are involved in the budget preparation for next year.


115

Performance Rating:

Variance Report:

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

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

Programmed Maintenance - Road Sweeping and Parks Precinct Average

Cycle Time

(weeks)

Target Achieved

*

Comments (mandatory if X)

GROUND MAINTENANCE Far North 1.8 North 6.6 X

Central 4.4 South 4.4

Cycle times in North continue to be above result target. There are a significant number of parks coming on line and this will require alternative resourcing arrangements.

MOWING Far North 1.6 North 2.8 Central 1.9 South 2.2 SUBURBAN SWEEPING RUNS Far North 10 North 10 Central 12 South 12 SPECIAL SWEEPING RUNS (SEE BELOW) CBD(Central) – Nightly Central – Weekly Far North – Weekly South – Weekly North – Fortnightly South – Fortnightly North – Monthly

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

Prospective Actions Mowing rounds have been kept to less than 3 weeks during current high growth. The sweeper program was accelerated in March to make up for the delays experienced in January / February. It is anticipated that all central suburbs will have had a sweep within the target frequency by the end of April.


116

Suburban Sweeping

Suburban Sweep District Division Last Sweep

(During Week Ending) Next Sweep

(During Week Ending) Aeroglen North 8 06/02/2009 03/04/2009Bayview Heights Central 3 & 4 13/03/2009 29/05/2009Bentley Park South 3 27/02/2009 08/05/2009Brinsmead Central 6 20/03/2009 12/06/2009Buchans Point North 10 06/03/2009 15/05/2009Bungalow Central 4 & 5 06/03/2009 08/05/2009Caravonica North 9 20/03/2009 29/05/2009Clifton Beach North 10 06/03/2009 08/05/2009Clifton West North 10 13/03/2009 22/05/2009Cooya Beach Far North 10 27/03/2009 08/05/2009Daintree Township Far North 10 27/02/2009 17/04/2009Earlville Central 4 13/03/2009 22/05/2009Edge Hill Central 7 & 8 16/01/2009 10/04/2009Edmonton South 2 30/01/2009 10/04/2009Freshwater Central 8 20/03/2009 05/06/2009Gordonvale South 1 27/03/2009 10/04/2009Holloways Beach North 8 13/02/2009 10/04/2009Kamerunga North 6, 8 & 9 27/03/2009 05/06/2009Kanimbla Central 4 26/12/2008 03/04/2009Kewarra Beach North 9 27/02/2009 08/05/2009Kewarra West North 9 13/03/2009 22/05/2009Killaloe Far North 10 20/05/2009 08/05/2009Lake Placid North 9 20/03/2009 05/06/2009Machan's Beach North 8 13/02/2009 10/04/2009Manoora Central 5 & 7 23/01/2009 17/04/2009Manunda Central 5 & 7 06/02/2009 24/04/2009Mooroobool Central 4 & 5 30/01/2009 17/04/2009Mossman suburbs Far North 10 27/03/2009 15/05/2009Mt Sheridan South 3 13/03/2009 22/05/2009Newell Beach Far North 10 06/02/2009 03/04/2009North Cairns Central 5 & 7 06/03/2009 15/05/2009North Mossman Far North 10 06/02/2009 03/04/2009Palm Cove North 10 06/03/2009 15/05/2009Palm Cove West North 10 13/03/2009 15/05/2009Parramatta Park Central 5 & 7 27/02/2009 01/05/2009Port Douglas suburbs Far North 10 13/03/2009 24/04/2009Portsmith Central 1 & 5 06/03/2009 08/05/2009Redlynch North 6 27/03/2009 12/06/2009Smithfield North 8 & 9 20/03/2009 29/05/2009Smithfield East North 9 20/02/2009 24/04/2009Sommerset and port views Far North 10 13/02/2009 10/04/2009


117

Suburban Sweep District Division Last Sweep

(During Week Ending) Next Sweep

(During Week Ending) Stratford North 8 06/02/2009 03/04/2009Trinity Beach North 9 27/02/2009 01/05/2009Trinity Park North 8 & 9 20/02/2009 25/04/2009Trinity West North 9 13/03/2009 22/05/2009Westcourt Central 5 20/02/2009 24/04/2009White Rock South 3 27/03/2009 05/06/2009Whitfield Central 6, 8 & 7 27/03/2009 19/06/2009Wonga Far North 10 20/02/2009 10/04/2009Woree Central 3 13/03/2009 22/05/2009

Yorkeys Knob North 8 20/02/2009 17/04/2009 Nightly Sweeping – Higher Level of Service as requested Dates shown are for week ending

6-M

ar-0

9

13-M

ar-0

9

20-M

ar-0

9

27-M

ar-0

9

3-A

pr-0

9

10-A

pr-0

9

17-A

pr-0

9

24-A

pr-0

9

1-M

ay-0

9

8-M

ay-0

9

15-M

ay-0

9

22-M

ay-0

9

29-M

ay-0

9

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

6-M

ar-0

9

13-M

ar-0

9

20-M

ar-0

9

27-M

ar-0

9

3-A

pr-0

9

10-A

pr-0

9

17-A

pr-0

9

24-A

pr-0

9

1-M

ay-0

9

8-M

ay-0

9

15-M

ay-0

9

22-M

ay-0

9

29-M

ay-0

9

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


118

Dates shown are for week ending

6-M

ar-0

9

13-M

ar-0

9

20-M

ar-0

9

27-M

ar-0

9

3-A

pr-0

9

10-A

pr-0

9

17-A

pr-0

9

24-A

pr-0

9

1-M

ay-0

9

8-M

ay-0

9

15-M

ay-0

9

22-M

ay-0

9

29-M

ay-0

9

Sugar World South Port Douglas Far North Mossman CBD Far North

Weekly sweeping is running to program.

Fortnightly Sweeping – Higher Level of Service as requested


6-M

ar-0

9

13-M

ar-0

9

20-M

ar-0

9

27-M

ar-0

9

3-A

pr-0

9

10-A

pr-0

9

17-A

pr-0

9

24-A

pr-0

9

1-M

ay-0

9

8-M

ay-0

9

15-M

ay-0

9

22-M

ay-0

9

29-M

ay-0

9

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

Fortnightly sweeping program is running to program.


119

Monthly Sweeping - Higher Level of Service as requested


6-M

ar-0

9

13-M

ar-0

9

20-M

ar-0

9

27-M

ar-0

9

3-A

pr-0

9

10-A

pr-0

9

17-A

pr-0

9

24-A

pr-0

9

1-M

ay-0

9

8-M

ay-0

9

15-M

ay-0

9

22-M

ay-0

9

29-M

ay-0

9

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

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

CWMI YTD Actual ($)

YTD Budget Revised

($)



Revenue 32,134,677 32,636,180 (501,503) (2) Expenditure 32,134,675 32,527,666 392,990 1


120

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

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

ACTIVITY: Management & Support

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

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

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

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

Officer Responsible: Manager Cairns Fleet




No * (enter X)

1. Review Cairns Fleet Asset Management Plan

Self Assessment Nov 2008

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

Self Assessment Oct 2008

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


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

Self Assessment

Jun 2009 80%



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

Vehicle Category Inventory Passenger 47

Light Commercials 263 Heavy Trucks 146

Energy Efficient - Hybrid 3


121


Performance Rating:

Variance Report

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

2010 • Reporting Frequency: Quarterly • Performance Assessment:

Prospective Actions

Performance Rating:

? Variance Report Data cleansing against asset audit.

• Result Measure (Title): Effective management of fleet asset data • Result Target: Less than 2% error rate • Reporting Frequency: Quarterly • Performance Assessment: Data held in Matman needs to be cleansed with

some asset naming and structure realigned.

Prospective Actions Temporary staff made available to commence shortly.

Performance Rating:

Variance Report

Overall level of utilisation of Council Fleet

9293949596979899

100101


Perc

enta

ge

Actual Utilisation Budgeted projected percentage

Result Targets: 95% utilisation

Prospective Actions


122


3870 YTD Actual ($)

YTD Budget Revised

($)



Revenue 0 0 0 n/m

Expenditure 0 24,814 24,814 100

FAVOURABLE • Reasons: Revised distribution of

overheads. • Implication/Action: Revised

estimates for 2nd budget review.


123

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

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

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

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

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

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

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

Officer Responsible: Supervisor Fleet & Hire



(enter ) No *

(enter X) 1. Review Contract Management

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

Self Assessment Oct 2008

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


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

Self Assessment Jul 2008

* Variance Report for Initiatives not on target: Priority work demands and availability of plant has delayed this initiative. * Prospective Actions for Initiatives not on target: Recommence in early part of 2009 with a time line of March to complete. Operating Budget Assessment:

3871 YTD Actual ($)

YTD Budget Revised

($)



Revenue 11,995,052 11,969,021 26,031 0 Expenditure 11,543,310 11,371,087 (172,223) (2)


124

ACTIVITY: Fleet Asset Management

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

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

procurement plan in accordance with agreed replacement criteria.

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

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

4. Fleet hire rates

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

Officer Responsible: Fleet Asset Engineer



(enter ) No *

(enter X) 1. Review asset replacement and disposal

process for Heavy Commercial vehicles AMDP Dec 2008

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

AMDP Mar 2009 95% X

3. Conduct a customer survey on service and performance

Business Plan

Feb 2009 85% x

* Variance Report for Initiatives not on target: 2. Delay from vacant position – Fleet Assets 3. Delay from vacant position – Fleet Assets * Prospective Actions for Initiatives not on target: 2. Recruitment in place – Fleet Assets 3. Recruitment in place – Fleet Assets

Performance Rating:

Variance Report

Achievement Of annual acquisition plan

0

20

40

60

80

100


Perc

enta

ge

% fleet asset procurement Target

Result targets: 90%

Prospective Actions


125

Performance Rating:

Variance Report

Replacements delivered within agreed timeframe

-10

10

30

50

70

90

110


Perc

enta

ge

% delivered within agreed timeframe Target

Result targets: 80%

Prospective Actions

Performance Rating:

Variance Report

Achievement Of Annual Fleet Disposal Program

-10

10

30

50

70

90

110


Perc

enta

ge

% of plant disposal Target

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

Prospective Actions

Performance Rating:

Variance Report

Achievement Of Fleet Asset Values at Disposal

80

90

100


Perc

enta

ge

% of hire rate disposal value Target

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

Prospective Actions


126


3873 YTD Actual ($)

YTD Budget Revised

($)



Revenue 12,215,369 12,031,906 183,463 2

Expenditure 9,890,752 10,195,900 305,148 3

FAVOURABLE • Reasons: Jobs revenue is lower

than expected. Additional insurance premium yet to come.

• Implication/Action: Review job charging and adjustment to budget.


127

ACTIVITY: Fleet Workshops

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

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

assets Service delivery in accordance with Service Level Agreements

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




No * (enter X)

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

Self Assessment Feb 2009 90% x

2. Conduct a customer survey of services and performance


3. Review of workshop production and organisational structure

Self Assessment Nov 2008 70% x

* Variance Report for Initiatives not on target: 1. Delay due to vacancy – Fleet Assets 3. Availability of key staff and other priorities stalled this review. * Prospective Actions for Initiatives not on target: 1. Recommenced – arrival of Fleet Assets Engineer 3. Recommenced discussions with key staff with a view to complete review by March 2009. Operating Budget Assessment:

TSFW (3872,3874,

3875)

YTD Actual ($)

YTD Budget Revised

($)



Revenue 5,921,610 6,113,357 (191,747) (3)

UNFAVOURABLE • Reasons: Lower than expected job

charging, and work in progress • Implication/Action: Review of job

charging and budget

Expenditure 6,756,893 6,461,735 (295,158) (5)

UNFAVOURABLE • Reasons: High materials for work

in progress. • Implication/Action: Review job

charging.


128

ACTIVITY: Metal Fabrication

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

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

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

Officer Responsible: Team Leader Fleet Mechanical Services



(enter ) No *

(enter X) 1. Review of metal fabrication processes

including communication, system support and value adding.

Self Assessment Ongoing

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

3874 (Function

reported above in TSFW)

YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,062,540 891,848 170,692 19

FAVOURABLE • Reasons: Increased productivity

continues. • Implication/Action: Review of

labour rate. Review of budget.

Expenditure 1,141,985 1,123,716 (18,269) (2)

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