2011-2012 Annual Report - Full Version - PDF - Palmerston North ...

What the Council Does Commercial or Strategic InvestmentsSupportServices122The effect of the above, plus higher maintenanceand net personnel costs, meant InvestmentProperty incurred a net deficit of $265k for the yearcompared to $199k in 2010/11.Public Housing - The highlight in the publicrental housing portfolio is that the occupancyrate remains high, averaging over 95 percent, withrental revenue slightly above expected budget.The turnover rate is consistent with previousyears with units being repaired as necessary asthey become vacant. Any vacant units are beingfilled quickly and there is a waiting list of potentialtenants, the strongest demand continues to befor one and two-bedroom units. The dampnessproblems uncovered in some units in recent yearshave been resolved meaning the units are all ingood condition. Tenants in the complexes aremade up from people from over eighteen differentnationalities, many of them international students.Rakaia Place continues to be the preferredcomplex for the international students and theirfamilies because of the location near the CBD andbus routes to Massey University.The effect of the above, plus higher net personneland liaison costs, meant Public Housing incurreda reduced net surplus of $363k for the yearcompared to $414k in 2010/11.External ContractsBuilding Services - A highlight has been thecontinuing delivery of a high standard of buildingservices on behalf of Manawatu District Councilthat has met their needs. The focus for 2012/13will be on continuing to identify cost effectiveservice improvement opportunities. It is expectedthat the likely changes to the Building Act andrelated productivity improvement initiatives bythe Department of Building and Housing will be akey challenge for this period.After Hours Call Centre - The After Hours CallCentre has gone through continued growthduring the year. Three new councils now receiveour services (total 28), growing the service callvolume by more than 25%.A key challenge during the year has beenmanaging the negative consequences arisingfrom implementing changes in work practicesand resource levels. As a result of a number of keyappointments being made the service has nowstabilised.As for any Call Centre a major issue has beenon up skilling staff in a timely manner so as tominimise the impact of change on service levels.Further there is a need to utilise existing and newtechnology such as the workforce planning tool tomaximise the productivity of the service.Palmerston North City Council Annual Report 2011/12The focus for 2012/13 is to investigate andimplement where possible IT integrated solutions,strengthen client relationships and take a moreregional approach to operating the service. It isalso intended to develop and implement a feasibleresourcing model to meet current and futureneeds both in terms of staffing and physical space.Palmerston North International Airport -Parking Enforcement Administration - TheCouncil continued to deliver the administrationelement of this service throughout the year. Akey highlight was a noticeable reduction in thenumber of tickets issued by Airport staff, from899 for 2010/11 down to 556 for 2011/12, with acorresponding impact on administration support.