9. DEPARTMENTAL VIEW WATER AND WASTE (COMMERCIAL … · activity business services - laboratory services - 6513 Mission: Laboratory Services aims to provide a quality, commercial,

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9. DEPARTMENTAL VIEW WATER AND WASTE (COMMERCIAL BUSINESS UNIT) Mission: To deliver quality and reliable water, wastewater and waste services that meet the needs of our community

Officer Responsible: General Manager Cairns Water

Staffing Level (FTE) 313.22

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

Revenue 181,196,936 181,620,723 179,872,260 186,259,435 190,542,326

Expenses 143,766,482 154,478,148 166,159,217 172,831,455 179,207,130

Operating Initiatives Relevant linkage(s) Completion Date

BRANCH WATER & WASTE – GENERAL MANAGEMENT AND ADMINISTRATION SUPPORT Mission: To provide general management, leadership and guidance to Cairns Water.

Officer Responsible: General Manager Water & Waste

Staffing Level (FTE) 4


Revenue 75,366 77,374 79,438 82,263 85,188

Expenses 25,465,003 27,878,640 31,385,708 31,317,379 32,239,774



ACTIVITY MANAGEMENT AND ADMINISTRATION SUPPORT

Mission: To provide excellent customer service for internal and external clients and to develop systems to ensure a smooth and effective operation

Officer Responsible: General Manager Water & Waste



Revenue - - - - -

Expenses 25,395,581 27,805,146 31,307,945 31,236,051 32,154,723


Outputs Title Description Customer(s) Corporate

Objective/Notes Result Measures

1. Performance review of managers work

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

performance; Customer management.

Departmental Managers 6.7 Departmental Budget performance

6.7 Departmental Capital Budget % spent

6.7 Timeliness of Departmental operating initiative completions

6.4 Departmental Safety Performance


6.7 Resident Response System (RRS) Departmental performance

2. Coaching and support of staff across the Department

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

Departmental staff 6.4 Operational Plan Outcomes

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

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

Departmental staff 6.7 BE Documentation completed

4. Agenda coordination for Council's Water & Waste Committee

Coordination of reports to be provided to Water & Waste Committee.

Committee members of Water & Waste Committee

6.3 Water & Waste Committee Agendas

Performance Measurement Result Measures (Title) Result Measure

(Description) Result Targets Source of Data Reporting Frequency

1. Departmental Budget performance

Provision of services within resourcing allowed

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

Oracle Financials Monthly

Revenue for the Department no more than 1% under budget

2. Departmental Capital Budget - % spent

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

90% of budget spent by year end

Oracle financials Monthly

3. Timeliness of Departmental operating initiative completions

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

90% of initiatives completed by year end

Monthly report status update Monthly


4. Departmental Safety Performance

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

Lost Time Injury Frequency Rate – improving relative to the Department's 3 year average

WH&S Statistics – Monthly WH&S report

Monthly

Lost Time Injury Duration Rate – improving relative to the Department's 3 year average

5. Resident Response System (RRS) Departmental performance

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

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

Resident Response System – Business Objects Report

Monthly

ACTIVITY MANAGEMENT AND ADMINISTRATION SUPPORT – COMMUNICATION & EDUCATION Mission: To provide excellent customer service for internal and external clients and to develop systems to ensure a smooth and

effective operation Officer Responsible: Communications & Education Officer



Revenue 75,366 77,374 79,438 82,263 85,188

Expenses 69,421 73,495 77,763 81,328 85,051





1. Water & Waste and Our Water & Waste Web Pages

Web pages to ensure timely and accurate information for customers

Cairns community 4.2, 6.5 Webpage Usage of Water & Waste and Our Water Websites

2. Delivery of Education Programs

Providing accurate information in relevant curriculum context of cradle-to-cradle operations and outcomes for the regions

water supply and services waste & recycling recovery and

removal

Cairns community, School Students & Teachers

4.2

Number of institutes reached



1. Webpage Usage of Water & Waste and Our Water & Waste Websites.

Number of website visitations Increasing trend over time

Websites Monthly

2. Number of institutes reached

Effective utilisation of promotional materials at events

100% of Budget Spent Oracle Financials Monthly


BRANCH BUSINESS SERVICES - 6010 Mission: To provide high quality services (including analysis) in an efficient and effective manner

Officer Responsible: Manager Business Services



Revenue 4,150,335 4,237,445 4,500,277 4,796,972 4,998,684

Expenses 4,787,426 4,964,195 5,148,262 5,350,677 5,561,826

ACTIVITY BUSINESS SUPPORT – MANAGEMENT AND ADMINISTRATION SUPPORT - 6510 Mission: To provide excellent customer service for internal and external clients and to develop systems to ensure a smooth and

effective operation Officer Responsible: Manager Business Services



Revenue - - - - -

Expenses (29,353) (26,422) (23,271) (22,764) (22,187)

Operating Initiatives Relevant linkage(s) Completion Date 1. Oversee development of Deployment Flowcharts for business processes 2. Coordinate Project Scope and business requirements for Laboratory Information

Management System and other related information management systems

6.3 June 2010



Objectives/NotesResult Measures

1. Internal Reports Comparative statistical information for target reporting associated with administration functions

Council 6.3 Completeness of monthly report information for Council meetings

2. Administration Support Administration support associated with Water & Waste

Administration Support for Spence St Level 2 Operations

6.4 Number of complaints from supported areas & customers

3. Performance management for;

- Customer Service & Billing

- Financial Management - Laboratory Services - Corporate & External

Reporting - Plumbing & Trade Waste Compliance

- Administration Support

Report monthly the measurable outputs of the unit against Corporate and legislative requirements.

General Manager – CRW&W CRW&W – Business Services

6.2 Monthly Report Completeness Branch operating performance within Operating Budget Timeliness of Branch operating initiative completion Branch Safety Performance

4. Council Reports Review of reports relating to Business Services branch for submission to General Manager for approval to provide to Water & Waste Committee

General Manager - CRW&W 6.3 Consistency of reporting format; Accurate, defensible, and clear report content


5. Business Excellence Systems Views, Self Assessment Reports and Continuous Improvement support for the Branch

Ensure Business Excellence principles are applied to processes within Business Services branch

Branch staff 6.4 Processes mapped and PDSA

techniques applied Ongoing

maintenance of outcomes from PDSA techniques



1. Number of complaints from supported areas & customers

Number of formal complaints received by administration officers

No more than 2 complaints per month

Document Management System

Monthly

ACTIVITY BUSINESS SERVICES – CUSTOMER SERVICE AND BILLING - 6511 Mission: To provide excellent customer service for internal and external clients and to develop systems to ensure a smooth and

effective operation Officer Responsible: Manager Business Services



Revenue 292,615 302,552 312,828 325,181 338,023

Expenses 1,080,864 1,109,304 1,144,192 1,186,345 1,231,952


1. Develop of Deployment Flowcharts for business processes 6.3 June 2010




1. Water Consumption Accounts

Water usage notices and settlement data to customers, provided in a timely and effective manner

Water consumers 4.2 Water Usage Notice - time from read to bill issue date.

2. Water Usage Settlement Accounts

Final reads provided in the settlement process associated with property transfers

Solicitors and persons undertaking conveyancing works

4.2 Water Settlements - turnaround time from request to issue.

3. Water Meter Replacement Program

Meter replacement program targeting meters at the end of their useful lives

Water consumers 4.2 Capital Budget Compliance Meter Replacement Program



1. Water Usage Notice - time from read to bill issue date

Time from read to bill issue date Within 14 days of reading date

Authority Monthly

2. Water Settlements - turnaround time from request to issue

Turnaround time from request to issue

5 days for $29 fee 24 hours for $64.50 fee


Monthly


ACTIVITY BUSINESS SERVICES – FINANCIAL MANAGEMENT - 6512 Mission: To provide financial management services built on strong internal process for all customers

Officer Responsible: Principal Management Accountant



Revenue - - - - -

Expenses 9,825 14,133 18,713 20,832 23,085

Operating Initiatives Relevant linkage(s) Completion Date 1. Implement Australian Standard principles on Fraud Prevention 6.2 June 2010



1. Water & Waste Budget Original budget and budget review documentation from Operations, Waste and Infrastructure

Infrastructure, Business Services, Operations, Waste Services, Community Sundry debtors, CW Committee

6.2, 6.7 Adherence to Corporate Budget timeline

2. Monthly Financial Analysis Financial analysis associated with consolidated Water & Waste provision

6.2 Timeliness of financial analysis


ACTIVITY BUSINESS SERVICES - LABORATORY SERVICES - 6513 Mission: Laboratory Services aims to provide a quality, commercial, expert, timely and cost-effective scientific service to its

internal and external customers in all aspects that determine water quality as it impacts on human lifestyle. Officer Responsible: Laboratory Services Manager



Revenue 1,847,139 1,901,725 1,957,969 2,031,001 2,106,769

Expenses 2,121,711 2,200,209 2,276,603 2,365,512 2,456,768

Operating Initiatives Relevant linkage(s) Completion Date 1. Develop Scope and business requirements for Laboratory Information Management

System 6.3

June 2010

2. Implement interim quality management database 6.3 June 2010 3. Development of "phage" testing for re-use water compliance 6.3 October 2009


Objectives/Notes Result Measures

Tests on: - Waters for Drinking

Purposes

- Tests undertaken for client purposes include water for drinking, wastewaters, pools, creeks, lakes,

Water & Waste Operations, City Works and Services, External Clients

4.1 Test turn-around time

Quality of test results


- Waters (non-drinking) - Solid matrices - Other tests

sludge and soils and other tests. Timeliness of Laboratory operations



1. Test turn-around time Completion rates for analyses and reporting

- 80% within 5 days Laboratory Information Management System

Monthly

2. Quality of test results Statistical function which allows the quality of the results to be determined.

Z-score ≤2' >95% of analysis batches

Laboratory Information Management System

Monthly

ACTIVITY BUSINESS SERVICES - CORPORATE AND EXTERNAL REPORTING - 6514 Mission: To ensure that Water & Waste maintains its corporate and external reporting obligations associated with all operations,

excluding environmental compliance. Officer Responsible: Business Process Officer


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

Expenses 54,133 56,868 59,726 62,315 65,014


1. Finalise documentation for Process and Reference Manual ADWQF? 2. Handover Process and Reference documentation to Operational staff 3. Establish Framework for Internal Controls and Fraud Risk

6.3, 6.7 6.3, 6.7 6.3, 6.7

June 2010 June 2010 June 2010




1. Total Management Plan (TMP) and Strategic Asset Management Plan (SAMP)

Coordination and maintenance of the TMP and SAMP for Water & Waste: The TMP is used to address

requirements of the Environmental Protection Policy (Water) 1997 in respect of Environmental Plans; and

The TMP or components of it, are used to satisfy the Strategic Asset Management Plan (SAMP) and Customer Service Standard requirements of the Water Act 2000.

Council, General Manager Water & Waste Department of Natural Resources & Mines

4.4 TMP and SAMP compliance with statutory requirements

2. Coordination of the Departmental Risk Register

Coordination and maintenance of the risk register for Water & Waste

Council, Executive Management Team

4.1 Currency of risk register

3. Coordination of incident scenario(s)

Coordination of the development and implementation of incident scenario(s) to allow Water & Waste to better meet catastrophic events

Operations 2.4, 4.5 Number of scenarios undertaken



1. TMP and SAMP compliance with statutory requirements

A State Government Approved TMP and SAMP

Passing of State Government Audit

Department of Natural Resources Mines, Energy and Water

Annual


ACTIVITY BUSINESS SERVICES – PLUMBING AND TRADE WASTE COMPLIANCE - 6517 Mission: To ensure that clients receive the highest level of service and professional advice to assist them to attain the required

standards in the developments for which they are responsible Officer Responsible: Manager Business Services



Revenue 2,010,581 2,033,168 2,229,480 2,440,790 2,553,892

Expenses 1,550,245 1,610,102 1,672,299 1,738,437 1,807,194

Operating Initiatives Relevant linkage(s) Completion Date 1. Develop Deployment Flowcharts for business processes 6.3,6.7 June 2010

2. Manage and Administer Backflow Prevention Program 6.3,6.7 June 2010 3. Establish Revenue Collection process and system for Trade Waste 6.3 June 2010 4. Implementation of Trade Waste Management within Department 10 6.7 June 2010



1. Plumbing and Trade Waste Compliance Assessments

Compliance assessments of plumbing and trade waste works with the mandatory requirements of the Acts, Regulations and By-Laws

Plumbers, Developers, Internal Operations

4.1 Legal challenges to compliance assessment process from external parties.


2. Water, plumbing and drainage works - processed applications

Applications received and processed for approval to proceed with water, plumbing and drainage works


4.1 Plumbing applications received

4.1 Plumbing application turnaround time

3. Plumbing inspections Inspections and tests of water, plumbing and drainage works during constructions for compliance with the relevant regulations


4.1 Plumbing inspections undertaken

4. Trade waste Inspections Trade waste inspections undertaken for compliance with the relevant regulations


1.5, 4.1 Trade waste inspections undertaken



1. Plumbing applications revenue

Plumbing revenue received from plumbing applications

Compliance with budgeted number

Authority Oracle Financials

Monthly

2. Plumbing application turnaround time

Number of plumbing applications received and assessed within statutory compliance requirements

Assessment within twenty days

Authority Monthly

3. Number of plumbing inspections undertaken

Number of plumbing inspections undertaken for the period, as per construction requirements

Monitor number Inspection Folders (Outlook) Monthly

4. Number of monthly Trade Waste inspections

Number of trade waste inspections undertaken for the period

All inspections undertaken on anniversary date of application

Inspection Folders (Outlook) Monthly


BRANCH OPERATIONS Mission: To operate and maintain reliable Water and Wastewater treatment facilities and Reticulation networks.

Officer Responsible: Operations Manager



Revenue 143,340,207 141,931,690 138,030,934 143,207,385 146,042,020

Expenses 81,201,952 87,088,956 92,834,011 98,042,201 101,926,276


ACTIVITY OPERATIONS MANAGEMENT AND ADMINISTRATION SUPPORT Mission: To ensure the delivery of Water and Wastewater services are delivered in a cost effective, efficient manner to the end

user. Officer Responsible: Operations Manager



Revenue 81,658 84,817 88,100 91,624 95,289

Expenses 468,506 488,274 508,859 529,573 551,128



Outputs / services Title Description Customer(s) Corporate

Objective/Note Result Measures

1. Performance Management for: Water Treatment Water Reticulation Wastewater Treatment Wastewater Reticulation


General Manager 6.3 Monthly Report Completeness




- Workplace Health & Safety

- Water Services - Reticulation

- Wastewater Services - Engineering &

Maintenance - Administration Support


General Manager – CRW&W CRW&W - Operations

6.2 Monthly Report Completeness Branch Capital Budget % spent Branch operating performance within Operating Budget Timeliness of Branch operating initiative completion Branch Safety Performance


2. Council Reports Review of reports relating to Operations branch for submission to General Manager for approval to provide to Water & Waste Committee



Ensure Business Excellence principles are applied to processes within Operations branch

Branch staff 6.4 Processes mapped and PDSA techniques applied Ongoing maintenance of outcomes from PDSA techniques

Performance Measurement Result Measures (Title) Result Measure (Description) Result Targets Source of Data Reporting Frequency 1.Monthly Report Completeness

Assess reports to check that they include cumulative data on “Activity” performance vs output

100% complete MMS Monthly

ACTIVITY OPERATIONS – WATER SERVICES - RETICULATION Mission: To supply potable water, be cost effective and meet the Customer Service Standards

Officer Responsible: Water Services Coordinator



Revenue 49,519,538 52,235,950 54,982,008 57,549,771 59,504,320

Expenses 34,828,266 37,510,786 40,786,589 43,495,373 45,406,952




Objective/Notes Result Measure

1. Potable Water Connections to the Regional water supply system; supply of potable water to a quality equal to or better than the Australian Drinking Water Guidelines; water supply systems include: Freshwater Supply System Behana Creek Supply System Mossman & Port Douglas Supply

System Daintree Supply System Whyanbeel Supply System Minor Rural Supply Systems Distribution System

Public 4.1

Freshwater Treatment Plant efficiency Compliance with Extraction Licence requirements Water Supply Quality Continuity of Service Measures

2. Infrastructure Maintenance Maintenance of water infrastructure to service demands; principle assets are: Freshwater Treatment Plant Mossman Treatment Plant Daintree Treatment Plant Whyanbeel Treatment Plant Intakes Numerous Pump Stations Distribution Network Reservoirs and storages

Public 4.4 Continuity of Service.


3. Asset Information Supply of Asset information on underground assets for the purpose of locating utilities

Public, CRC, Utilities 4.4 % Completion Rate based on availability and reliability of requested information.

Performance Measurement Result Measures (Title) Result Measure (Description) Result Targets Source of Data Reporting

Frequency 1. Compliance with Extraction Licence requirements

Flow data represents the total volume of water extracted from our various supplies for the purpose of potable water. Flow data will be assessed against licence limits

100% Compliance Operational data Monthly

2. Water Supply Quality – Urban & Rural Compliance of supply quality to the consumer in line with the Australian Water Drinking Guidelines and Cairns Water Customer Service Standards Public Health Act 2005) & Water Supply (Safety & Reliability) Act 2008.

100% Compliance (cumulative annual target)

NATA Certified Lab Results

Monthly

a. eColi 100% 0 per 100mL Water Quality Testing Monthly b. Turbidity 95% < 5 NTU Water Quality Testing Monthly c. pH 98% within 6.0 – 8.5 Water Quality Testing Monthly d. Colour 98% < 15 colour units Water Quality Testing Monthly e. Drinking Water Quality Complaints per 1000 Connections / Year - Number of water quality complaints received from customers

< 10 per 1000 connections (cumulative annual target)

Computerised Maintenance Management System (CMMS), CRM

Monthly

f. Drinking Water Quality Incidents / Year - Recording of incidents occurring in water supply

< 15 per year CMMS, CRM Annually


3. Continuity of Service Measures Business requirements as set down in Water & Waste Customer Service Standards

100% compliance with Customer Charter

Operational Data Monthly

a. Mains Breaks per 100km / Year 17.9 CMMS, CRM Monthly b. Restoration of Services within 5 hours for unplanned interruptions - Time based analysis measured through MMS (E Forms)

95% CMMS, CRM Monthly

c. Number of Customers affected by unplanned interruptions per annum

TBA CMMS, CRM Monthly

d. Maximum water pressure at boundary (Class 1 buildings) - As defined in the Plumbing & Drainage Act 2002.

500 KPA Demand Management Monthly

e. Minimum water pressure expectation at boundary - Business requirements as set down in Water & Waste customer service standards

220 KPA Customer Service Standards

As Requested

ACTIVITY OPERATIONS – WASTEWATER SERVICES

Mission: To minimise the operational costs of sewerage service delivery while maintaining agreed service standards

Officer Responsible: Wastewater Services Coordinator



Revenue 93,131,585 88,982,550 82,310,753 84,891,086 85,741,725

Expenses 44,810,150 47,911,871 50,282,158 52,696,734 54,582,495

Operating Initiatives Relevant linkage(s) Completion Date 1. Develop a ten (10) year cycle for Inflow/ Infiltration Inspections Corporate Plan 10.2.1 Jun 2016




1. Treated Wastewater Connection to Regional Sewer System; Production of a high quality final effluent

Regulatory Agencies (EPA), Public

4.1 Regulatory compliance as defined in License #5010000159.

2. Infrastructure Maintenance

Maintenance of wastewater infrastructure to service demands; Principal assets to be maintained include: Major Treatment Plants (8) Estuarine discharge points (6) Freshwater discharge points (2) Pumping Stations (240) Sewerage mains (1,750,km)

Public 4.4 Service response measures.

3. Sewer Overflow or Blockage Responses

Response time to notified sewer blockages or overflows


4. Complaint Responses Response time to complaints received relating to the sewer network or treatment plants




1.Regulatory Compliance a. Odour Complaints Number of Odour complaints

recorded per 1000 connections

<3 per 1000 connections

MMS Monthly

b. Number of Overflows Number of Overflows recorded per 100Km of main

<15 per 100Km MMS Monthly

2. Service Response


a. Service Response Priority 1 events when service restored within 5 hours

>95% MMS Monthly

b. Service Response Priority 1 events when service restored within 1 hour

>95% MMS Monthly

c. Sewer Blockages

Number of blockages recorded per 100Km of main

<10 per 100Km MMS Monthly

ACTIVITY ENGINEERING AND MAINTENANCE Mission: To minimise lifecycle costs of assets while maintaining agreed service standards.

Officer Responsible: Senior Maintenance Engineer Operations



Revenue 607,426 628,373 650,074 674,904 700,686

Expenses 526,931 585,521 638,586 677,397 716,263




1.Reliability and availability of assets

Ensure reliable operation of Assets Operations 4.1 Reliability and Availability Rates


2. Review of assets Review of assets to current Australian Standards; Condition monitoring and assessment of water, wastewater and waste assets.

Operations 4.4 % of assets for which condition assessments are current

3 Preventative maintenance Undertake preventative maintenance to reduce unplanned interruptions to asset performance

Operations 4.4 Level of unplanned maintenance



1. Reliability and Availability Rates

Equipment availability at a parent asset level

98% of equipment available

Maintenance Management System

Monthly

2.Review of assets Asset Information updated in Matman

100% Above ground assets

MMS Annually

3 Preventative maintenance Completion rate of planned maintenance activities

<80% of all Preventative Maintenance work generated

MMS Monthly

BRANCH INFRASTRUCTURE


Revenue 5,488,555 5,640,686 5,797,561 6,002,123 6,214,000

Expenses 5,503,628 5,694,828 5,892,187 6,117,756 6,351,822

Mission: To effectively plan, manage and deliver the region’s Utility Infrastructure to meet the needs of the community to ensure a sustainable future

Officer Responsible:



ACTIVITY INFRASTRUCTURE – MANAGEMENT AND ADMINISTRATION SUPPORT

Mission: To effectively plan, manage and deliver the City's Utility Infrastructure to meet the needs of the community to ensure a sustainable future

Officer Responsible: Manager, Infrastructure



Revenue 1,214,528 1,245,198 1,276,646 1,321,439 1,367,804

Expenses 1,203,050 1,243,741 1,285,617 1,334,445 1,385,079





- Project Delivery - Planning & Design - Asset Management - Cleaner Seas - Infrastructure - Administration Support


General Manager – CRW&W CRW&W - Operations



2. Council Reports Review of Infrastructure branch Water & Waste Committee reports for submission to General Manager for approval



Ensure Business Excellence principles are applied to processes within Infrastructure branch


4. Capital Works Program Management

- Development of 10 Year Capital Works Program and Annual Capital Works Program - Review and performance reporting of Annual Capital Works Programs

General Manager - CRW&W

6.2 Timeliness of the development and quarterly review of the Annual and 10 Year Capital Works Program Completion of Annual Capital Works Program (Actual and Committals Expenditure)



1. Annual development and quarterly review of annual Capital Works Program

Delivery of adopted annual Capital Works Program within forecasted time and budget

Adoption of 10 Year Annual Capital Works program by June 09

Council Report Annual

Review (cost, time) of Annual Capital Works Program

Financial Reports and Branch reports

Quarterly


90% completion of Annual Capital Works Program by June 09

Financial Reports and Branch reports

Monthly

2. Completion of Operating activities on time and within budget

Delivery of agreed Operating tasks within forecasted time and budget

90% of Operating budget achieved within annual reporting period on Budget

Operating Budget Report Monthly

ACTIVITY INFRASTRUCTURE –PROJECT DELIVERY

Mission: Strive to provide effective and efficient capital works project delivery within time and budget

Officer Responsible: Executive Engineer, Infrastructure Project Delivery



Revenue 1,049,256 1,082,110 1,116,050 1,157,500 1,200,495

Expenses 1,050,216 1,089,258 1,129,787 1,173,940 1,219,822


1. Construction of new reservoirs at Fishery Falls Corporate Goal 4 TMP Sub Plan 10

June 2010

2. Review of feasibility for Copperlode Falls Dam Hydro-power generation Corporate Goal 1 March 2010 3. Contract documentation review Corporate Goal 6 June 2010




1. Water, Wastewater and Waste Asset Project Delivery

- Project delivery and contract administration for Water, Wastewater and Waste assets

- Coaching and mentoring of Project Managers

Operations (Water & Wastewater), Waste Services

4.1 Capital Projects delivered to the brief and delivered on time

2. Demand Management Implementation of Demand Management Initiatives

General Manager – CRCW&W

4.2 Compliance and effectiveness of Demand Management Strategy Program



1. Capital Projects delivered to the brief and delivered on time

Capital Projects are delivered within budget

Capital Works expenditure within 80% of YTD forecasted budget

Capital budget report Monthly


ACTIVITY INFRASTRUCTURE – PLANNING AND DESIGN Mission: To plan and design water, wastewater and waste infrastructure that meets the needs of the community on the basis of

environmental, social and economic sustainability. Officer Responsible: Executive Engineer Planning & Design



Revenue 1,448,699 1,485,792 1,524,191 1,574,123 1,625,755

Expenses 1,465,717 1,520,422 1,576,709 1,638,416 1,702,428

Operating Initiatives Relevant linkage(s) Completion Date 1. Implement Fluoridation of drinking water supplies at Freshwater Water Treatment

Plant Corporate Goal 4 TMP Sub Plan 2

Dec 2009

2. Complete Concept Design for recycled water scheme incorporating Botanical Gardens and Smithfield Village development

Corporate Goal 4 TMP Sub Plans 10 and 14

June 2010



1. Water, Wastewater and Waste Strategic Infrastructure Planning

Strategic and tactical planning for future infrastructure

Ratepayers 4.4 Infrastructure capacity

2. Development Application Assessment Advice

Advise of Cairns Regional Council Water & Waste requirements in accordance with IPA

Development Assessment 6.5 Timely and accurate advice on Development Applications




1. Infrastructure capacity satisfies customer service standards

Water – Source, treatment and distribute to meet design standard. Eg. Safe yield, production capacity, water quality,

100% compliance Planning Reports and Demand monitoring, Operational Reports

Bi-annual

Wastewater – Collection, transport, treatment system capacity exceeds peak design loads

100% compliance Planning Reports and Pump station performance, Operational Reports

Bi-annual

Timely delivery of planning reports to set program deadlines

Cover each wastewater catchment within five year cycle – 2 per year. Develop & utilise a hydraulic model of all of Cairns Regional Council water and wastewater reticulation network.

Internal and external planning reports – captured in DM5

Annual

2. Timely and accurate advice on Development Applications

Timeliness based on date defined by Development Assessment & Statutory period defined by IPA

90% completed by date Register of Development projects

Monthly

Accurate based on no of returns from Development Assessment

Less than 10% Register of Development projects

Monthly


ACTIVITY INFRASTRUCTURE – ASSET MANAGEMENT Mission: To have an on demand integrated assets and GIS system, supplying information and services; timely, accurately and

efficiently. Officer Responsible: Asset Co-ordinator



Revenue 351,900 361,213 370,779 383,942 397,573

Expenses 356,773 370,865 385,516 400,874 416,844

Operating Initiatives Relevant linkage(s) Completion Date 1. Develop linkage between Corporate systems and GIS to reflect age, operational

status and maintenance history. Corporate Goal 4/6 June 2010

2. Implement detailed asset renewal strategies for inclusion in Asset Management Plans for all asset classes.

Corporate Goal 4 June 2010



1. Asset Management Plans (AMP) for Water & Waste Infrastructure

An Asset Management Strategy for Water & Waste Infrastructure, including Asset Management Plans (AMP) and the maintenance of asset data for all asset classes.

Operations, Planning & Design, Project Delivery, Business Services.

4.4 Asset Management Plans developed for all asset classes


2. GIS Strategy for Water & Waste

On going maintenance and co-ordination of Geographic Information System (GIS) Strategy for supporting the operations of Water & Waste in delivering its service target.

Operations, Planning & Design, Project Delivery & Waste Services, Business Services

4.4 Endorsement and Implementation of Spatial Data Strategy

3. Capitalisation of Assets Asset information entered into asset registers with financial information

Asset owners 4.4 Capitalisation of assets

4. GIS Support for Water & Waste

GIS Technical Support Services to Water & Waste

Operations, Planning & Design, Project Delivery & Waste Services and Business Services.

4.4 GIS support provided to customer needs



1. Asset Management Plans developed for all asset classes

Asset Management plans developed in accordance with CRW&W Departmental Project Plan

100% compliance with Project plan

Project Plan #1534790 &#1534705

Monthly

2. Endorsement & Implementation of Spatial Data Strategy

Timely delivery of Spatial Data Strategy

100% compliance Spatial Data Strategy Bi-annual

3. Capitalisation of Assets Value of Work In Progress due for capitalisation

95% all projects capitalised within 7 working days of asset acquisition information being supplied

Work In progress report Oracle Project status

Quarterly

4. GIS support provided to customer needs

Timely and accurate response to requests or set program deadlines for technical support

95% of jobs requested completed within timeframe agreed with customer

Advice and reports Monthly


ACTIVITY MAJOR PROJECTS – CLEANER SEAS Mission: While utilising our values, we strive to provide effective and efficient delivery of the project within time and budget.

Officer Responsible: Wastewater/BNR Project Engineer



Revenue 1,424,172 1,466,374 1,509,895 1,565,120 1,622,373

Expenses 1,427,873 1,470,543 1,514,558 1,570,081 1,627,648

Operating Initiatives Relevant linkage(s) Completion Date Liquid Stream Commissioning of Northern, Southern, Edmonton, Marlin Coast WWTP Corporate Goal 1 November 2009



1. Wastewater Treatment Plant Upgrade

Project delivery and contract administration using a Project Alliance (Cleaner Seas Project Alliance) delivery model

General Manager – CRCW&W

4.4 Project delivery measures



1. Project delivery measures

Total Project Cost $188.29 million Project Cost ledger Monthly Final Turn Out Cost $148.66 million Project Cost Ledger Monthly


Completion with PAA completion dates

100% compliance with project milestones

Project management Monthly

Level of unplanned disruption to actual operations

Nil unplanned disruptions

Plant records Monthly

Compliance with EPA License EPA License conditions Plant records Monthly

BRANCH WASTE & ENVIRONMENTAL MANAGEMENT - 6100 Mission: To provide cost effective, efficient and sustainable Waste & Environmental Management Services

Officer Responsible: Manager Waste & Environment



Revenue 28,142,473 29,733,528 31,464,049 32,170,692 33,202,433

Expenses 26,808,473 28,851,528 30,899,050 32,003,442 33,127,433

ACTIVITY WASTE & ENVIRONMENT MANAGEMENT & ADMINISTRATION SUPPORT - 4000 Mission: To provide cost effective, efficient and sustainable Waste Management Services.

Officer Responsible: Manager Waste & Environment

Staffing Level (FTE) 1 Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget

Revenue 22,492,244 23,894,805 25,412,037 25,881,467 26,686,609

Expenses 5,866,851 7,375,799 8,799,433 9,065,413 9,349,017


Operating Initiatives Relevant linkage(s) Completion Date 1. CRC Waste Management Strategy completed and adopted by Council Corporate Plan 4.3.1 December 2009




- Contract Management - Buy back Shop - Waste Transfer Station

Operations - Landfill Operation - Materials Recovery (MRF)

- Environmental Management Administration Support


General Manager – CRW&W CRW&W – Waste & Environment


2. Council Reports Review of reports relating to Infrastructure branch for submission to General Manager for approval to provide to Water & Waste Committee



Ensure Business Excellence principles are applied to processes within Infrastructure branch





1. Contracts delivered in accordance with contract requirements

Assessment of whether contractors meet contract requirements

100% compliance with contract conditions

Infringement notices issued and RRS system

Monthly

ACTIVITY WASTE SERVICES – CONTRACT MANAGEMENT - 4129 Mission: To have in place the best value for money contracts for the delivery of waste services.

Officer Responsible: Waste Contracts Supervisor


Financial Summary 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget 13/14 Budget Revenue 1,803,857 1,859,488 1,916,878 1,989,610 2,065,115

Expenses 13,546,080 13,887,078 14,236,882 14,736,182 15,252,919

Operating Initiatives Relevant linkage(s) Completion Date 1. Domestic & Council facility Waste Collection contracts renewed Corporate Plan 4.3.1 June 2010



1. Domestic, Council and Commercial waste and recyclables collection and transportation

Contract No. 75086 Kerbside collection of domestic waste

Contract No. 75222 Council Facilities waste collection

Contract No. 75087 Kerbside

Residents and ratepayers Council internal branches Commercial businesses

1.4 Response time to new service requests

1.4 Number of missed services


collection of domestic (including Douglas Shire), commercial and Council Facility recycling.

Contract No. 40-04/05 Domestic, Commercial and Council Waste Collection, Transport & Disposal Services

1.4 Response time to missed service requests

1.4 Response time to repair/replacement requests

1.4 Number of RRS complaints

2. Treatment of waste at Sita Environmental Solutions waste management facility

Contract No. 1396 Treatment of domestic waste

Residents and ratepayers Council internal branches Tablelands Regional Council

1.4 % diversion of waste from landfill

1.4 % beneficial reuse of waste

3. Contract No. 75230 Bio-solids

Removal, transport and spreading of Council bio-solids waste

CRCWW Operations 1.4 Number of RRS complaints Number of EPA infringement notices received

Performance Measurement Result Measures (Title)

Result Measure (Description)

Result Targets Source of Data Reporting Frequency

1. Response time to new service requests

Time taken to deliver new services for:


100% of requests completed within 24 hours

RRS system/Contractor report Monthly



Contract No. 75087 Kerbside collection of domestic, commercial and Council Facility recycling.


2. Number of missed services

Number of missed services for: Contract No. 75086 Kerbside

collection of domestic waste Less than or equal to 1 per 1000 services

CRM system/Contractor report Monthly



3. Contract No. 40-04/05 Domestic, Commercial and Council Waste Collection, Transport & Disposal Services

Less than 20 justifiable missed services per month

Contract No. 75248 Processing of Green Waste

Zero missed services per month

Contract No. 75259 Pre-qualified Suppliers Arrangement for the Removal and Disposal of Hazardous Waste

Zero missed services per month

4. Response time to missed service requests

Time taken to respond to missed services for:


100% of requests completed within 24 hrs






5. Response time to repair/replacement requests

Time taken to respond to repairs and replacement requests for:


100% of requests completed within 48 hours





6. Number of RRS complaints

Level of customer satisfaction for:


Less than 5 justifiable complaints per month





Contract No. 1396 Treatment of domestic waste Council

Contract No. 75230 Bio-solids Removal


Contract No. 75259 Pre-qualified Suppliers Arrangement for the Removal and Disposal of Hazardous Waste

7. % diversion of waste from landfill

Amount of waste diverted from landfill

Minimum 50% of waste diverted


8. % beneficial reuse of waste

Amount of waste beneficially reused

Minimum 20% of waste beneficially reused


9. Number of EPA infringement notices received

Adherence to license conditions for:

Contract No. 75230 Bio-solids Removal

Zero infringement per year

Notices/fines issued by EPA Monthly

Contract No: 38-06/07 For the Operation & Maintenance of Killaloe Transfer Station & Landfill

Contract No. 101-05/06 Supervision of Daintree Transfer Station


Contract No. 100-05/06 Supervision of Newell Transfer Station

Contract No. 101-05/06 Supervision of Cow Bay Transfer Station

ACTIVITY WASTE SERVICES – BUY BACK SHOP - 4126

Mission: To provide items of value for sale and deliver a high level of customer service

Officer Responsible: Waste Services Supervisor Staffing Level (FTE) 2


Revenue 266,922 276,264 285,933 297,370 309,265

Expenses 219,371 226,137 236,259 247,502 258,030




1. Quality saleable items Items of value recovered from the waste stream and offered for sale

Residents and Ratepayers 1.4 Revenue 1.4 Complaints




1. % Increase in net revenue Increase to net revenue 5% increase in net revenue from previous year

Financial operating statements

Monthly

ACTIVITY WASTE SERVICES – WASTE TRANSFER STATION OPERATIONS - 4101 Mission: To provide sustainable waste management services with a high level of customer service

Officer Responsible: Waste Services Supervisor

Staffing Level (FTE) 12 + Agency staff


Revenue 1,906,786 1,971,764 2,038,972 2,119,606 2,203,434

Expenses 3,658,241 3,756,602 3,876,304 4,029,406 4,181,274

Operating Initiatives Relevant linkage(s) Completion Date 1. Develop a plan to introduce short to medium term arrangements for the

supervision of operations at Division 10 Waste & Recycling Transfer Stations and Landfills in order to enter into a combined contract to commence on 1 September 2012.

Corporate Plan 4.3.1 September 2010




1. Transfer Station Management

* All transfer stations to be managed in accordance with all legislative requirements, particularly regarding continually increasing resource recovery. * Contract No: 38 – 06/07 Operation and management of Killaloe Transfer Station and Landfill * Contract No: 100 – 02/03 Supervision of Newell Refuse Station * Contract No: 02 – 06/07 Supervision of Cow Bay Transfer Station * Contract No:101 – 05/06 Supervision of Daintree Refuse Station * Contract No: 7 – 05/06 Collection, transportation and disposal of refuse Daintree and Cow Bay Transfer Station * Contract No: 75248 – Processing of Green Waste * Contract No: 75259 – Removal and Disposal of Hazardous Waste * Contract No. 75259 Pre-qualified Suppliers Arrangement for the Removal and Disposal of Hazardous Waste

* Buy Back Shop * MRF * Residents and ratepayers * Commercial operators * Residents and ratepayers * Residents and ratepayers * Council internal branches * Commercial operators

1.4, 6.2 % of resaleable items accepted at the Buy Back Shop % of recyclable items accepted at the MRF Number of complaints % of general waste removed




1. % of resaleable items accepted at the Buy Back Shop

Provide the Buy Back Shop with quality items to sell

80% of items sold within 1 month at Buy Back Shop

Buy Back Shop data Monthly

2. % of recyclable items accepted at the MRF

Provide the MRF with uncontaminated recyclable product

92% of recyclables accepted at MRF

MRF weighbridge data Monthly

3. % of general waste removed

Amount of Council general waste removed from the tipping floor each day

100% of general waste removed by close of business each day

Weighbridge data Monthly

ACTIVITY WASTE SERVICES – LANDFILL OPERATION - 4151 Mission: To manage closed landfills as required by the landfill licences and in accordance with closure plans

Officer Responsible: Waste & Environmental Manager



Revenue 700,000 724,500 768,288 799,018 811,046

Expenses 1,553,908 1,588,479 1,654,436 1,735,507 1,808,202


Operating Initiatives Relevant linkage(s) Completion Date 1. Closure and Post Closure Plan for Portsmith Landfill completed & peer

reviewed by DERM Corporate Plan 4.3.1 May 2010

2. Site Based Management Plans for Killaloe & Newell Beach landfills revised & Site Development Plans submitted to DERM Corporate Plan 4.3.1 July 2010



1. Landfill Management All open and closed landfills to be managed in accordance with all legislative requirements particularly regarding obtaining final profile, monitoring programs and capping

Residents and ratepayers 1.4 Compliance with DERM license and legislative requirements




ACTIVITY WASTE SERVICES – MATERIALS RECOVERY FACILITY (MRF) - 4127 Mission: To recover 90% of recyclable product delivered to the MRF in a safe and efficient manner at a rate of 5 tonnes per hour.

Officer Responsible: MRF Supervisor

Staffing Level (FTE) 7 plus Agency Staff


Revenue 972,664 1,006,707 1,041,942 1,083,620 1,126,965

Expenses 1,966,557 2,017,204 2,092,559 2,185,124 2,272,472

Operating Initiatives Relevant linkage(s) Completion Date 1. Complete operational efficiency audit of MRF and present recommendations to

Council Corporate Plan 4.3.1 June 2010


Objective/NotesResult Measures

1. Saleable recyclable product

Recyclable material sorted into saleable products Residents and ratepayers

1.4 Contaminated material Sorted product sent to market Increase in net revenue




1. % of contaminated material received

Amount of monthly contaminated material delivered to the MRF

Less that 8% of contamination

MRF Weighbridge data Monthly

2. % of sorted product sent to market

Amount of recyclable product sent to market

90% of total received sent to market

MRF weighbridge data Monthly

3. % increase in net revenue Increase to net revenue 5% increase in net revenue from previous year

Financial operating statements

Monthly

ACTIVITY ENVIRONMENTAL MANAGEMENT - 4301 Mission: Ensure that impacts on the environment from Water & Waste’s operations and activities are identified and minimised

Officer Responsible: Waste & Environment Manager



Revenue - - - - -

Expenses (2,534) 230 3,177 4,307 5,518

Operating Initiatives Relevant linkage(s) Completion Date Review, revise and commence implementation of Water & Waste’s Environmental

Management System Corporate Plan (?) December 2010




1. Water & Waste Environmental Licence Compliance Reports

Environmental Licence compliance reports to the Department of Environmental Resources Management

Operations Staff, Infrastructure Staff, Waste Services, Business Services

4.1 No enforcement action by DERM



1. Compliance with Environmental Licence

Reporting that is timely and accurate, associated with the compliance regime at all Water & Waste sites

100% Compliance with Licence


Monthly

2. Coordination of incident scenario(s)

Workshops developed which allow Water & Waste to act out scenario(s) associated with operations

4 scenario sessions per year


Quarterly

Documents

9. DEPARTMENTAL VIEW WATER AND WASTE (COMMERCIAL … · activity business services - laboratory services - 6513 Mission: Laboratory Services aims to provide a quality, commercial,