operational plan 2015/16...operational plan 2015 – 2016 #4672697 page | 1 1.0 community a vibrant,...

#4672697

OPERATIONAL PLAN 2015/16

OPERATIONAL PLAN

2015 – 2016

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1.0 COMMUNITY A vibrant, inclusive and healthy community with access to services and facilities which reflect its unique character, role and needs.

Strategic Action

1.1 A safe, active and healthy community

1.1.1 Support and encourage community safety initiatives including programs to support

road safety on our extensive highway and road network

1.1.2 Encourage sporting, arts, library and cultural activities including the partnering and

development of infrastructure and programs to support a range of learning, leisure

and recreation programs.

1.1.3 Implement and enforce community health regulations and standards and deliver a

timely and effective response to emerging health issues.

1.2 A community with fair and reasonable access to services

1.2.1 Plan and provide community infrastructure and support services to best meet

community needs.

1.2.2 Encourage cooperation and maximise benefits to all sporting, public and recreational

facilities within the region and assist in making these users more self-sustainable.

1.2.3 Advocate for resource sharing facilities with State and Federal Government and

neighbouring Councils were appropriate.

1.3 A culture, identity and heritage which is valued and enhanced

1.3.1 Encourage well planned and aesthetically pleasing gateways, both public and

private, that enhance our individual communities.

1.3.2 Ensure all public infrastructure recognises independent community identities.

1.3.3 Encourage cultural development and support heritage preservation.

1.3.4 Support emerging and diverse communities by providing flexibility in planning

scheme provisions.

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1.4 An inclusive community which is motivated and involved in a range of social, cultural, recreation and learning activities

1.4.1 Support cultural agencies and event’s organisers in coordinating, developing and

improving arts, cultural and recreational events that have the capacity to enrich our

communities.

1.4.2 Support initiatives that enhance education and learning opportunities for the benefit

of communities.

1.4.3 Encourage the participation of volunteers in all community activities.

1.5 An effective disaster management response

1.5.1 Continue to liaise with emergency service providers regarding resource planning and

provision.

1.5.2 Build resilience and capacity in our communities to manage natural or man-made

events and adversity.

1.5.3 Implement responsible Town Planning measures to encourage resilient and adaptive

community housing and infrastructure.

Major Initiatives and Key Operational Activities

• Shields Street Heart Project – to be commenced

• School of Arts & Museum Building Redevelopment – to be commenced

• Local Disaster Management

o Conduct annual exercises and training

o Facilitate the delivery of disaster preparedness workshops for new residents

o Local Community Disaster Recovery Plan and Homeless and Homeless

Welfare sub-plan to be reviewed

• Street lighting at strategic locations upgrades – to be completed to improve community

safety and assist in reducing crime

• Cairns Region Planning Scheme

o Finalise the Scheme

o Prepare two (2) Local Plans within the Planning Scheme Area

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2015 – 2016

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• Best Start Family Learning and Literacy four-year program across the region – to be

developed and implemented

• Delivery of the following projects

o Gordonvale Library refurbishment

o Tank 5 climate control and equipment upgrade

o Cairns Regional Gallery Conservation Management Plan implementation in

association with the Cairns Regional Gallery

o Botanic Gardens Conservatory

o Chinese Gardens at Centenary Lakes

• A governance and asset review of community halls and managed facilities to maximise

community use across the region – to be completed

• Public Safety campaign for Roadside workers – to be developed

• Water Security Strategy – commence implementation

• Develop a Water Supply Emergency Action Plan and update Water and Waste’s Drought

Management Plan to ensure reliability of supply during drought and emergency events

• Expand W&W’s alliances with other regional councils

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2.0 ECONOMY A strong, diversified and sustainable regional economy that supports the growth of new and existing industry and business activities whilst enhancing local lifestyle and providing long term employment opportunities.

Strategic Action

2.1 A diversified and innovative business sector

2.1.1 Develop policies and strategies which focus on enhancing the capacity and diversity

of business and industry to strengthen the region’s competitive advantage whilst

recognising tourism as a key driver of the economy.

2.1.2 Encourage and support the retention of existing industries and the development of

emergent industries and businesses.

2.1.3 Work with regional, state, national and international stakeholders to promote a

strong, resilient and sustainable economy.

2.1.4 Support the provision, uptake and application of the high speed broadband to

strengthen the existing business base and support new areas of economic activity.

2.2 An economy which supports and facilitates employment opportunities

2.2.1 Promote and support the Tropical North Queensland Regional Economic Plan by

delivering on actions that are the responsibility of local government.

2.2.2 Promote and support initiatives designed to enhance increased local employment

and training opportunities.

2.2.3 Support the development of local industry solutions to workforce demands in

alignment with emerging industries.

2.2.4 Support the development of a work ready, flexibly workforce to support the

sustainability of industries and businesses.

2.2.5 Encourage and support businesses to expand or establish in the region.

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2.3 Infrastructure and utilities that facilitate and enhance sustainable growth

2.3.1 Develop and implement a priority infrastructure plan and charges schedule that

reflects community expectations of service levels whilst having regard to the ability to

pay.

2.3.2 Develop partnerships with governments and other stakeholders to enhance the

region’s capacity for ongoing development and maintenance of its infrastructure.

2.3.3 Develop and maintain a quality and efficient infrastructure network, including road,

drainage and water networks.

2.3.4 Develop partnerships with infrastructure providers to ensure access to high speed

broadband.

2.4 An integrated approach to town and regional planning that strengthens local identity and lifestyle

2.4.1 Develop an integrated approach to local planning and infrastructure provisions to

reflect current and future needs and aspirations of our community.

2.4.2 Maintain an awareness of, and respond to, external developments which may impact

upon the region and its communities.

2.4.3 Contribute to and support a regional plan which strives to protect and enhance the

local identity and lifestyle of our communities.

2.5 An attractive place to live, work and visit through the encouragement of investment, development and employment.

2.5.1 Undertake urban planning and design to create an attractive place to live, work and

recreate.

2.5.2 Increase the region’s profile through the support for marketing initiatives, events and

other community based activities which encourage people to visit and live in our

region.

2.5.3 Promote the region’s competitive advantages (location, natural and physical assets

and industry specialisation) to support business and industry development and

investment.

2.5.4 Encouraging and attracting investment to the region to help broaden the economic

base and create new employment opportunities.

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2015 – 2016

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• Strategic Car Parking Strategy – to be completed

• Cairns Strategic Transport Model – to be reviewed and updated

• Infrastructure Plans for Transport and Drainage – to be reviewed and updated

• Business and Industry Innovation and Excellence Awards – to be delivered

• ECOlogic Business and Community Sustainability Program – to be delivered

• Local Government Infrastructure Management Plan (LGIP) – to be finalised

• Multi-media tools resources – to be developed

• Entry Level Employment Program targeting Equal Employment Opportunity Groups – to be

developed.

• Waste Transfer Station Master Plan – implement stage 1

• Smart Metering – to commence the rollout

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2015 – 2016

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3.0 ENVIRONMENT A sustainable, well managed and healthy environment that provides a balance between built infrastructure and the conservation of our world heritage features and natural and cultural resources.

Strategic Action

3.1 A natural environment that is valued and sustainable

3.1.1 Develop and implement natural resource, pest and waste management plans that

protect and enhance the natural environment.

3.1.2 Encourage best practice management strategies to minimise damage to the

environment from built infrastructure and community activities.

3.1.3 Encourage community involvement in the development and implementation of

natural resource management plans and initiatives.

3.1.4 Partner with other levels of government to realise the maximum benefits to the

community and environment.

3.2 A quality and well planned built environment that meets basic community needs

3.2.1 Promote a built environment that is well planned, energy efficient, caters for our

community and is adaptable to meet the changing needs of future generations.

3.2.2 Enable, support and manage our built environment so that it enhances the identity

and liveability of the individual communities and reflects the special character of the

region.

3.2.3 Promote well planned and integrated land use and encourage the sympathetic

integration of the built and natural environments to enhance the liveability, aesthetics

and amenity of each area within the regional council are.

3.3 The provision of quality infrastructure that meets the region’s current and future needs

3.3.1 Ensure a coordinated and integrated approach to infrastructure planning,

implementation, maintenance and renewal.

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2015 – 2016

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3.3.2 Establish and maintain integrated asset management systems that enable adequate

recording, maintenance and replacement of community assets through the delivery

of the Corporate Information System.

3.3.3 Use financial sustainability principles in planning, funding, creating and maintaining

infrastructure with consideration given to the impacts on future generations and

reported through the annual adoption of the long term financial forecast.

3.3.4 Ensure land use planning recognises and values quality open space and recreation

areas for both current and future generations.

3.4 An environmentally educated and empowered community

3.4.1 Develop policies that educate and inform the community about the built and natural

environment.

3.4.2 Support and facilitate a range of community awareness activities and programs that

promote the conservation of the region’s natural and built environment and which

encourage sustainable living.

3.5 Ensure climate change impacts on our community, natural and built environment are minimised

3.5.1 Liaise with stakeholders and other levels of government to identify the local impacts

of climate change.

3.5.2 Consider, evaluate and communicate the impacts of climate change on our

communities.


• Tree Management Database – to be finalised

• Tree planting and replacement program – to be developed

• LED technology for street lighting and traffic signal lanterns – to be introduced

• Cairns Road Safety Action Plan – to be prepared

• Mount Whitfield North Drainage Management Plan (Stratford / Freshwater) – to be finalised

• Moody Creek Drainage Management Plan – to be implemented

• Saltwater Creek Drainage Management Plan – to be implemented

• Strategic Energy Management Action Plan – to be developed

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2015 – 2016

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• Sustainability Strategy – to be reviewed

• State of Environment Report – to be delivered

• Cairns Regional Council 2012/17 Public Art Plan (2015/16) Action Plan – to be delivered

• Pest Management Plan – to be implemented

• Stage 1 Sports Infrastructure Plans for Walker Road and Martyn Street – to be delivered

• Waste Management Strategy – Stage 1 to be implemented

• Edmonton Waste Water Treatment Plant (EWWTP) clarifier – to implement Stage one of the

design and construction

• Water Demand Management Strategy – implement Stage 1 of the design and construction

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2015 – 2016

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4.0 GOVERNANCE An efficient organisation providing best practice service delivery through leadership and policy making and the effective management of people, assets and finances.

Strategic Action

4.1 An innovative, transparent and accountable local government

4.1.1 Provide strategic direction to ensure council policies are established in a positive,

innovative and transparent manner based on the mission and principles articulated in

the Corporate Plan.

4.1.2 Provide strong organisational leadership and governance that support open,

accountable and transparent decision making.

4.1.3 Develop strategic policies that assist in formulating innovative responses to the

critical issues of long term viability.

4.2 A committed and responsive customer service focus

4.2.1 Provide user-friendly, respectful and proactive customer service delivery.

4.2.2 Ensure the delivery of consistent and timely services to customers through quality

service standards and innovative use of technology.

4.2.3 Develop and implement strategies that are responsive to the community.

4.3 Responsible financial management and efficient operations

4.3.1 Establish, implement and manage long term financial planning strategies to ensure

future sustainability.

4.3.2 Balance financial risks against the requirements and aspirations of our communities.

4.3.3 Ensure effective financial, asset and risk management practices to ensure the

efficient and accountable delivery of operations.

4.4 A valued work force committed to the region delivering quality services

4.4.1 Establish and implement human resources strategies to become an employer of

choice through promotion of a culture of unification, pride, satisfaction and wellbeing

amongst its workforce.

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4.4.2 Encourage and recognise employees who strive for innovative, responsible and

committed performance in undertaking their duties.

4.4.3 Value the importance of local knowledge, diversity and experiences of employees in

providing optimum service delivery.

4.5 Strong National, State and Regional advocacy

4.5.1 Encourage partnerships within the wider community to identify opportunities for the

enhancement of community wellness, infrastructure and pursuits.

4.5.2 Collaborate with corporate and key regional and community stakeholders to ensure a

unified and effective approach to national, state and regional advocacy.

4.5.3 Advocate to all levels of government and relevant industry leaders for the provision

and enhancement of appropriate services and infrastructure within their jurisdictions.


• Budget Planning and Delivery

o Operational

o Capital

o 3 & 10 year

• Strategic Plans

o Cairns Regional Council 2016/2021 Cultural Plan – to be developed and

delivered

o Cultural Services three-year Strategic Plan – to be developed and delivered

o Complete a review of the Libraries and Community Development Strategic

Plans 2011 – 2016 and commence planning for 3 year Strategic Business

Plan 2016 – 2019

o Water and Waste’s Strategic Plan for 2016 onwards – Stage 1 to be

implemented

o Water and Waste’s Customer Interaction Strategy – to be developed and

implemented

o Achieve compliance with Water and Waste Customer Service Standards

defined Key Performance Indicators (see Annual Performance Plan)

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2015 – 2016

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• Tobruk Aquatic Centre Management – to be decided and implemented

• 2016 Local Government Quadrennial Elections – assist the Queensland Electoral

Commission in the coordination

• Enterprise Bargaining Agreement (EBA) – to be finalised

• Corporate Indicators to be reported and monitored

o Financial

o Lost Time Injury Rate & Duration

o Staff Turnover

o Customer Service Satisfaction

o Customer Response

• Annual Training and Excellence Awards – to be delivered

• SafePlan (Occupational Health & Safety) 2015/2016 Action Plan – to be completed.

• CIS Project – to be delivered

Cairns Regional Council – Water and Waste

Annual Performance Plan for

2015/16 Operational Plan

Document No: 4698587 Version: 3 Adopted: Contact: Toni Veronese – A/ Coordinator Regulatory and Systems Support

Water and Waste Annual Performance Plan

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Water and Waste’s Mission To deliver quality and reliable water, wastewater and waste services that meet the needs of our community. In all undertakings Water and Waste strives to achieve service provision to the Cairns community in a manner which maximises both Council and community ideals. This is achieved through economic, social and environmental objectives being assessed in all stages of Water and Waste operations from long term planning through to operational delivery.

Water and Waste – Commercial Business Unit This Annual Performance Plan encompasses requirements set in the Local Government Regulation 2012 for Commercial Business Units, as well as requirements for the Annual Report which is prepared in accordance with Division 3 of the Local Government Regulation 2012. Water and Waste includes two commercial business units of Council, those being:

• Water and Wastewater • Waste Services (Cairns Resource Recovery - CRR)

Delegations Water and Waste have a number of delegations covering a variety of legislation. The following table outlines where the delegation for appropriate legislation can be located and the Contracting Delegation Register for Water and Waste. Delegation Description Document Number Water Act 2000 3905815

Plumbing and Drainage Act 2002 3898568

Standard Plumbing and Drainage Regulation 2003 3900716

Local Government Regulation 2012 3897579

Water Supply (Safety and Reliability) Act 2008 3905929

Waste Reduction and Recycling Act 2011 3904432

Contracting Delegation Register for Water and Waste 4129533

Registers The following registers are maintained by Water and Waste;

• Drinking Water Quality Risk Register • Register of Delegations • Register of Benefits (including gifts) • Water and Waste Agenda and Resolution Register • Asset Register • Water and Waste Risk Register


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• EMS Risk Register • Legal Register • Drinking Water Quality High Risk Stakeholder

Water and Wastewater

1. Unit Objectives Cairns Regional Council’s Water and Waste Department efficiently and effectively treat water to meet and exceed Australian Drinking Water Guidelines. Water and Waste deliver a quality and reliable water supply from major reservoirs to customer connections.

Provide reliable collection of wastewater from properties and ensure delivery in an environmentally sound manner to the Wastewater Treatment Plants. Efficiently and effectively treat wastewater recovering useable streams for recycled use and limiting discharge to waterways.

2. Nature and Extent of Business Activity Cairns Regional Council Water and Waste conduct works on;

• water supply intakes • treatment plants • reticulation mains • reservoirs • Pumps

• residential connections • wastewater stations • collection mains; and • treatment plants

All works are executed in line with Water and Waste Standard Operating Procedures, industry best practice and Cairns Regional Council’s legislative requirements.

3. Non-Financial Targets: Water and Waste is required under the Water Supply (Safety and Reliability) Act 2008 to implement Customer Service Standards. The standards are reviewed and reported on annually and adopted by Council prior to submission to the Regulator. Water and Waste’s Customer Service Standards were approved 6 January 2015 and reviews shall be conducted annually.

In addition to the Customer Service Standards, Water and Waste have non-financial targets as follows:

• Progress the Water Security Strategy • Continue Water Wise Education Campaign • Develop ongoing condition assessment programs.

4. Major Capital Works Major capital works to be undertaken will be included once the Capital Works Program is approved.


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5. Principal Assets: Water and Waste operates up to ten water supply schemes. The main water sources are the Copperlode Falls Dam and Behana Creek which supply the area from Gordonvale to Palm Cove. The small southern communities draw water from a number of intakes on local streams. Water and Waste manages six wastewater schemes. The distinct catchment areas within Cairns are serviced by six plants as follows: Marlin Coast, Northern, Southern, Edmonton, Gordonvale and Babinda.

The wastewater treatment plants are a combination of activated sludge and biological treatment processes, with the two larger plants also having membrane filtration processes. The smaller plants treat effluent to a secondary standard, while the larger plants treat to tertiary standards. The management of the systems is covered by a development approval issued by the Department of Environment and Heritage Protection.

Principal assets include: Water Supply

Major Water Sources Copperlode Falls Dam (Lake Morris) Behana Creek

Major Water Treatment Plants Freshwater Creek at Tunnel Hill

Kilometres of Water Mains 2102km

Water Pump Stations 53

Water Reservoirs 67

Rural Intakes 10

Wastewater

Major Wastewater Treatment Plants 6

Sewerage Pump Stations 186

Kilometres of Sewer Mains 1232km

6. Key Deliverables / Additional Services Water and Waste is responsible for the provision of water services to consumers throughout the Cairns Region, including the following:

• Reticulated treated water services • Planning, design, documentation and construction of water and wastewater services

infrastructure • Demand management services, including meter testing • Water Laboratory • Water, recycled water and wastewater reticulation maintenance services • Maintenance of Community facilities at Copperlode Dam • Development assessment • Reticulated wastewater services including wastewater treatment and by-product disposal • Treated effluent and biosolids for re-use purposes


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• Plumbing and Trade waste services • Review of plumbing applications • Hydraulic information • As-constructed information • Maintenance of systems • Process Dial Before You Dig Requests


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7. Service Indicators Full details will be provided following adoption of Customer Service Standards which are currently under review. Performance Indicator Target

Wat

er S

uppl

y

1 Total water main breaks (QG4.5 / A8/AS8) 18/100km Main

2 Incidence of unplanned interruptions – Water (QG4.7 / C17/CS17)

50/1000 properties

3 Average response time for water incidents (bursts and leaks) (QG4.8 / -/CS37) 120 mins

4 Water quality complaints (QG4.10 / C9/CS9) 3/1000 properties

Sew

erag

e Sy

stem

5 Total sewerage main breaks and chokes (QG4.6 / A14/AS39) 16/100km Main

6 Average response time for sewerage incidents (including main breaks and chokes) (QG4.9 / -/CS33) 120 mins

C

usto

mer

C

ompl

aint

s

1 Total water and sewerage complaints (QG4.11 / C13/CS13) 10/1000 properties

*Codes relate to Queensland State Government water KPI’s and National Performance Review (NPR) benchmarkings.


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Cairns Resource Recovery

1. Unit Objectives In December 2009 Cairns Regional Council adopted the Waste Management Strategy 2010 – 2015 (the Waste Strategy). The Waste Strategy sets out the principles, objectives, targets, programme areas, and action plans for managing municipal waste up until 2015. It also sets the scene for the management of commercial and industrial waste (C&I) and construction and demolition waste (C&D).

The high level objectives of the Waste Strategy are to:

• Reduce the generation of waste; • Improve awareness of waste as a resource and influence behavioural change; • Improve resource recovery; • Improve recycling and composting; • Improve residual waste treatment and recovery; and • Minimise waste sent to landfill.

Several internal and external drivers will shape the CRR business and operating strategies adopted by CRC over the 2015/2016 financial year.

2. Nature and Extent of Business Activity Cairns Resource Recovery is part of Council’s Waste and Environment Branch within the Water and Waste Division and is responsible for the collection and recovery of solid waste and recyclables. CRR is a Type 1 Significant Business under the provisions of the Local Government Regulation 2012. The CRR mission statement is:

“To provide cost effective, efficient and sustainable Waste and Environmental Management Services”

The CRR business comprises of the following key business areas: Waste and Recycling Collection (under contract)

• 75,000 weekly waste collections with 50,000 tonnes of waste collected per year • 65,000 fortnightly recycling collections with 13,000 tonnes of recycling collected per year

Transfer Stations • Four (4) transfer stations with 35,000 tonnes of waste received per year

Materials Recovery Facility (MRF) • One (1) MRF with 13,000 tonnes of recycling processed per year

Regional Waste Management (under contract) • One (1) Advanced Resource Recovery Facility (ARRF) with 70,000 tonnes of waste

processed per year


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Overall approximately 115,000 tonnes per year is received with 65,000 tonnes diverted from landfill (60% diversion rate) and 50,000 tonnes landfilled.

3. Non-Financial Targets: CRR have non-financial targets relating to resource recovery outlined in the Waste Strategy. The high level targets of the Strategy are summarised as follows:

• Restrict growth in waste generation to 2% per annum by 2015; • Achieve a kerbside dry recycling rate of at least 60% by 2015; • Achieve an overall diversion from landfill rate of at least 70% by 2015; • Flexibility for residual waste treatment options and recovery; • Efficient recycling services with increased local markets and demand for recovered

resources; and • Show leadership and coordination in regards to waste management in the region and

provide best value services. A full copy of the Waste Strategy is available at #2616232.

Although CRR is not obligated, unlike Water & Wastewater under the Water Supply (Safety and Reliability) Act 2008, Customer Service Standards have been implemented. The standards are reviewed and reported on annually and adopted by Council.

4. Major Capital Works: Major capital works to be undertaken will be included once the Capital Works Program is approved.

5. Principal Assets: Water and Waste manages a range of solid waste operations, activities and services across the region including kerbside waste and recycling collection contracts, a regional waste management contract (through an Advanced Resource Recovery Facility), a material recovery facility, transfer stations, drop bin sites and landfills. Principal assets include:

Materials Recovery Facility Portsmith

Waste Transfer Stations

Babinda Gordonvale Portsmith Smithfield Bramston Beach

Buy Back Shop Portsmith

Landfills (closed)

Portsmith Whiterock Babinda Gordonvale Yorkeys Knob

Waste Treatment and Disposal Contractual arrangement with a commercial entity Sita Environmental Solutions to accept, treat and dispose of all Council waste at an Advanced Resource Recovery Facility


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6. Key Deliverables / Additional Services CRR is responsible primarily for the management of municipal solid waste services (collection, recovery and disposal) to the community, including the following:

• Provision of kerbside waste and recycling collections • Provision of the Transfer Station network • Operation of the Materials Recovery Facility • Contract management including regional ARRF facility • Management and monitoring of closed landfill sites • Management of waste and recycling education campaign

7. Service Indicators Full details will be provided following adoption of Customer Service Standards which are currently under review. Performance Indicator Target

Effe

ctiv

e C

olle

ctio

n of

R

esid

entia

l Was

te

1 New Bin Delivery 100% within 48 hours

2 Missed services - kerbside waste Less than or equal to 1 per 5000 services

3 Response time to missed services - kerbside waste 100% within 24 hours

4 Missed services - kerbside recycling Less than or equal to 1

per 5000 services

5 Response time to missed services - kerbside recycling 100% within 24 hours

6 Response time to repair/replacement requests - kerbside waste and recycling 100% within 48 hours


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Water and Waste and the Community

Community Service Obligations • Cleanup Australia Day • Free green waste disposal • Free Mulch program • Copperlode Falls Dam recreation facilities • Provision of Water and Waste marquee for specific events • Developing relationships with Traditional Owners in Water and Waste infrastructure

areas • Dialysis Policy • Maintenance of fire hydrants • Concealed Water Leakage Rebate

Cost of, and funding for the Community service obligations

Activities Community Service Obligation Description 2015/16

Type 1 Activities Water Service locations - Telstra, etc 84,306 Maintenance of fire hydrants 540,276 Access Charges foregone 429,381 Water charges foregone 1,592,057 Total 2,646,019 Wastewater Service locations - Telstra, etc 90,685 Access Charges foregone 1,021,046 Total 1,111,731 Solid Waste Management Free disposal general waste 560,584 Free disposal vouchers 11,500 Free disposal green waste 307,869 Free Mulch 43,601 Free transportation costs between transfer stations 68,653 Rates based financial assistance 43,812 Schools Recycling 29,921 In Kind Waste and Recycling Collections 4,712 Total 1,070,650


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Policy on the level and quality of service consumers can expect Water and Waste are required to implement Customer Service Standards which documents the level of services to be provided to customers, processes for customer interaction with the provider about such issues as billing, metering and accounts. The implementation of Customer Service Standards ensures continuity of the services supplied to customers. Water and Waste’s Customer Service Standards were approved in January 2015.

Financials

Notional Capital Structure, and treatment of Surpluses Water and Waste includes two wholly owned commercial business units of Council, those being:

• Water and Wastewater • Waste Services (Cairns Resource Recovery)

.

Any surplus earned by a business unit of Council is returned as a dividend to Council. This return is in recognition that business units have been established to further the good governance of the region. Funds earned by Council through dividends are utilised to provide enhanced services and infrastructure to the Cairns region.

Capital Works – expenditure by program

PROGRAM PROJECT TOTAL $’000

Waste 2,178 Wastewater 21,808 Water 10,363 TOTAL 34,349


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Outstanding and Proposed Borrowings

For the 15/16 budget financial year it is proposed that the capital works program will be funded through a combination of developer contributions and the future asset sustainability with no plans to increase the current loan balances.

Financial Targets

A) Water and Wastewater

B) Resource Recovery

Performance Measure – Budget to Actual

Target

Frequency

2015/16 Budget $’000

Operating Revenue Revenue for department no more than 1% under budget. Quarterly 118,229

Operating Expenses Expenditure for the department in the range of 0% - 5% under budget. Quarterly 82,971

Net Operating Result Net result within 3% of budget Quarterly 35,258

Capex 90% of budget spent by year end Quarterly

Performance Measure – Budget to Actual

Target

Frequency

2015/16 Budget $’000

Operating Revenue Revenue for department no more than 1% under budget. Quarterly 30,406

Operating Expenses Expenditure for the department in the range of 0% - 5% under budget. Quarterly 24,820

Net Operating Result Net result within 3% of budget Quarterly 5,586

Capex 90% of budget spent by year end Quarterly

Document No: 4726775 Version: 1

Annual Performance Plan for 2015/16 – Cairns Works Construction Business Unit

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Contents 1. Introduction .................................................................................................................................... 3

2. Unit’s Objectives ............................................................................................................................. 3

3. Nature and Extent of Business Activity ........................................................................................... 3

4. Unit’s Financial and non-financial performance targets ................................................................. 4

5. Nature and Extent of Community Service Obligations ................................................................... 4

6. Cost of and Funding for Community Service Obligations ............................................................... 4

7. Notional Capital Structure and Treatment of Surpluses ................................................................. 5

8. Unit’s Proposed Major Investments ............................................................................................... 5

9. Unit’s Outstanding, and Proposed Borrowings ............................................................................... 5

10. Unit’s Policy on the level and quality of Service Consumers can expect .................................... 5

11. Delegations ................................................................................................................................. 5

12. Type of Information the Unit Reports to the Local Government ............................................... 5

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Cairns Works Construction Annual Performance Plan 2015/2016

1. Introduction Cairns Works Construction (CWC) is a commercialised business unit of Cairns Regional Council (CRC). Section 175 of the Local Government Regulation 2012 states that the Annual Operational Plan must include an Annual Performance Plan for each commercialised business unit. The Annual Performance Plan must state the following: (a) the unit's objectives; (b) the nature and extent of the significant business activity the unit is to conduct; (c) the unit's financial and non-financial performance targets; (d) the nature and extent of the community service obligations the unit must perform; (e) the cost of, and funding for, the community service obligations; (f) the unit's notional capital structure, and treatment of surpluses; (g) the unit's proposed major investments; (h) the unit's outstanding, and proposed, borrowings; (i) the unit's policy on the level and quality of service consumers can expect; (j) the delegations necessary to allow the unit to exercise autonomy in its commercial activities; (k) the type of information that the unit's reports to the local government must contain.

2. Unit’s Objectives CWC’s mission is to safely construct civil engineering projects for Cairns Regional Council and external clients that are on time, within budget and to specification. The high level objectives of the CWC business unit are:

• Deliver capital works construction projects including transport and drainage infrastructure, and other civil works.

• Undertake construction work for external clients including the Queensland Department of Transport and Main Roads.

3. Nature and Extent of Business Activity CWC provides civil engineering construction services to Cairns Regional Council in the areas of:

• Transport, • Drainage, • Parks and foreshores.

The service scope provides refurbishment/renewal of existing assets and construction of new assets under Council’s Capital Works Program.

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The Branch also engages in the provision of civil projects to external customers including State agencies and the private sector. This further enhances the opportunity to consolidate as a service provider business and provides additional revenue to Council.

4. Unit’s Financial and non-financial performance targets Financial Performance Targets: Section 175 (3) of the Local Government Regulation 2012 states that:

(3) A local government may omit information from the copies of the annual performance plan made available to the public if—

(a) the information is of a commercially sensitive nature to the commercial business unit (b) the information is given to each of the local government's councillors. Financial performance targets are commercially sensitive to the business unit; hence they are not presented in this Annual Performance Plan but will be provided to Council separately.

Non-Financial Performance Targets: The following are CWC’s key non-financial performance targets: • Completion of construction projects on time and within budget.

• Minimum 80% completion rate for Workplace Health and Safety - Monthly Action Plans

• Minimum 80% completion rate for Workplace Health and Safety – Rectification Action Plans for low to medium risk items and minimum 100% completion rate for high risk items.

• 75% customer satisfaction through Voice of Customer Surveys.

5. Nature and Extent of Community Service Obligations Section 24 of the Local Government Regulation 2012 defines a community service obligation as “an obligation the local government imposes on a business entity to do something that is not in the commercial interests of the business entity to do”. The Cairns Works business unit is fully reimbursed for all its activities via service contracts with internal and external clients. As such, Cairns Works has no community service obligations as defined by the Regulation.

6. Cost of and Funding for Community Service Obligations There are no community service obligation costs and therefore funding is not required.

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7. Notional Capital Structure and Treatment of Surpluses

Cairns Works is 100% equity funded and all surpluses are returned to Cairns Regional Council via dividend.

8. Unit’s Proposed Major Investments

Cairns Works has no major investments proposed.

9. Unit’s Outstanding, and Proposed Borrowings

Cairns Works has no outstanding or proposed borrowings.

10. Unit’s Policy on the level and quality of Service Consumers can expect

Cairns Works strives to provide a committed and responsive customer service focus through user-friendly, respectful and proactive customer service delivery.

11. Delegations

Cairns Works have a number of delegations covering a variety of legislation. The following table outlines where the delegation for appropriate legislation can be located:

Delegation Description Document Number

Local Government Act 2009 3897273 Local Government Regulation 2012 3897579 Transport Operations (Road Use Management) Act 1995 3904071 Transport Infrastructure (Busway) Regulation 2002 3902298 Transport Infrastructure (Rail) Regulation 2006 3902484 Transport Operations (Marine Pollution) Act 1995 3904025 Transport Operations (Road Use Management) Act 1995 3904071 Transport Operations (Marine Safety) Regulation 2004 3904059 Transport Operations (Marine Safety) Act 1994 3904051 Environmental Protection Act 1994 3894995 Environmental Protection Regulation 3895115

12. Type of Information the Unit Reports to the Local Government The following information is reported to Council via Quarterly and Annual operational plan reports:

• Profitability on Construction Contracts for external clients.

The progress of major construction projects is reported to Council via monthly reports.

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