RECOMMENDATION: It is recommended that the monthly …...and legislative requirements. 4 Council Reports Review of reports relating to Business Services branch for submission to General

46

Agenda – Water & Waste Committee 21 April 2010 - #2537007

WATER & WASTE COMMITTEE

21 APRIL 2010

5 WATER & WASTE MONTHLY REPORT FOR MARCH 2010 B Gardiner : 1/3/38-01: #2148649 v 10

RECOMMENDATION: It is recommended that the monthly report from Water & Waste for the month of March 2010 be received and noted. Bruce Gardiner General Manager Water & Waste

47


ACTIVITY MANAGEMENT AND ADMINISTRATION SUPPORT - 6500

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

Outputs Title 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 Departmental staff to meet the performance expectation of their customers.

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.

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

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

48


Officer Responsible General Manager Water & Waste

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

Variance Report Revenue is under budget primarily due to Internal Revenue related to the Infrastructure Branch Overhead.

• Result Measure (Title): Departmental Budget Performance • Result Target: Expenditure -5% / Revenue No more than -1% • Reporting Frequency: Monthly • Performance Assessment:

2.3. Operating Budget YTD Performance

60.00

70.00

80.00

90.00

100.00

110.00

120.00

130.00

Revenue Expenditure

Mill

ions

Budget Type

Dol

lars YTD Actual

YTD Budget

-1.67% Variance

3.37% Variance

Prospective Actions N/A

49


Performance Rating:

Variance Report

• Result Measure (Title): Timeliness of Departmental Operating Initiative

Completions • Result Target: 90% of initiatives completed by year end • Reporting Frequency: Monthly • Performance Assessment:

Timeliness of Departmental Operating Initiative Completion

0

5

10

15

20

25

30

Jul-2

009

Aug

-200

9

Sep

-200

9

Oct

-200

9

Nov

-200

9

Dec

-200

9

Jan-

2010

Feb-

2010

Mar

-201

0

Apr

-201

0

May

-201

0

Jun-

2010

Months in Year

Num

ber o

f Ini

tiativ

es C

ompl

eted Initiative Met

Initiative Proposed

Prospective Actions

Performance Rating:

Variance Report

• Result Measure (Title): Departmental Safety Performance • Result Target: Lost time injury frequency rate - improving • Reporting Frequency: Monthly for Financial Year • Performance Assessment: Improvement relative to Scheme Member Group

D

Departmental Lost Time Injury Rate

05

1015202530

Jul-0

9

Aug-09

Sep-09

Oct-09

Nov-09

Dec-09

Jan-1

0

Feb-10

Mar-10

Apr-10

May-10

Jun-1

0

Rolling average

Lost

Tim

e In

jury

R

ate

Benchmark RateLost Time Injury Rate

Prospective Actions

50


Performance Rating:

X Variance Report Extended leave due to new injury claim.

• Result Measure (Title): Departmental Safety Performance • Result Target: Lost time injury duration rate - improving • Reporting Frequency: Monthly for Financial Year • Performance Assessment: Improvement relative to Scheme Member Group

D

Water & Waste Lost Time Duration

012345

Jul-0

9

Aug-09

Sep-09

Oct-09

Nov-09

Dec-09

Jan-1

0

Feb-10

Mar-10

Apr-10

May-10

Jun-1

0

Rolling Average

Leng

th o

f Dur

atio

n

Benchmark Duration

Actual Duration

Prospective Actions Team member has now returned to work on suitable duties.

Performance Rating:

? Variance Report A system error during has caused completed Waste & Environment CRM’s to appear overdue, even when completed on time.

• Result Measure (Title): Customer Request Management (CRM)

Departmental Performance • Result Target: Number of overdue requests trending • Reporting Frequency: Monthly • Performance Assessment: Trend from 05/06 levels

Summary of Overdue Requests

020406080

100120

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec Jan

Feb

Mar

Months in Year

Num

ber o

f Ove

rdue

Req

uest

s

Waste & Environment Wastew aterWater

Prospective Actions Ongoing IS investigation to clear backlog.

51


Operating Budget Assessment:

YTD Actual ($)

YTD Budget Revised ($)

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

(where variance is +/- 5%) Revenue 714,881 711,481 3,400 0.0% FAVOURABLE

• Reasons: Nil. • Implications / Actions: Nil.

Expenditure 14,788,423 14,523,737 -264,686 -2.0% UNFAVOURABLE • Reasons: Nil • Implications / Actions:

Nil.

52


ACTIVITY: MANAGEMENT AND ADMINISTRATION SUPPORT – COMMUNICATION & EDUCATION – 6503 Mission To provide excellent customer service for internal and external clients and to develop

systems to ensure a smooth and effective operation

Outputs Title Description 1. Marketing Campaigns Marketing campaigns to enable the Cairns community to

understand: • water wise initiatives; and • the waste hierarchy This includes media releases, communication programs, promotional materials and events

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

Web pages to ensure timely and accurate information for customers

3. 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

Officer Responsible Communications & Educations Officer

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

Performance Rating:

Variance Report

March saw the annual StreetTalk @ the Baby Expo weekend – its value and W&W’s contribution will be reassessed for 2011.

W&W supported World Water Day with internal fund-raising achieving $853 to support our Corporate Donation to be given to Water Aid Australia.

Press conference for Mulgrave River Aquifer Project

1 • Result Measure (Title): Community Engagement Activities • Result Target: Delivery of all scheduled / targeted events • Reporting Frequency: Monthly • Performance Assessment: Number of community engagement one-off/

reactive activities managed each year. Number of programmed engagements conducted each year.

Prospective Actions

Community Engagement Activities

0

1

2

3

4

5

July

Augus

t

Septem

ber

Octobe

r

Novembe

r

Decembe

r

Janu

ary

Februa

ryMarc

hApri

lMay

June

ProgrammedEngagements

One-off ProactiveActivities

53


Performance Rating:

Variance Report Began TAFE presentations to staff & departments, & Bentley Park. Tours of Dam & MRF, and networking CSIRO & GBRMPA opportunities Prospective Actions Distributing resources to Teachers & updating website pages

2 • Result Measure (Title): Number of Institutions reached • Result Target: Education Institutions reached • Reporting Frequency: Monthly • Performance Assessment: Number of education institutions or students

reached on a monthly basis over the year, as delivered by the Education Officer

02468

1012141618

Janu

ary

Februa

ryMarc

hApri

lMay Ju

ne July

Augus

t

Septem

ber

Octobe

r

Novembe

r

Decembe

r024681012141618

InstitutionsReached 2008



AdditionalActivities 2008



Performance Rating:

Variance Report Main sites viewed were Admin, recycling tips, water billing, waste collections, forms & Copperlode Dam

3 • Result Measure (Title): Website Usage • Result Target: Promotions of Water & Waste achievements • Reporting Frequency: Monthly • Performance Assessment: Water & Waste’s websites

Website Page Views

0100020003000400050006000700080009000

July

Augus

t

Septem

ber

Octobe

r

Novembe

r

Decembe

r

Janu

ary

Februa

ryMarc

hApri

lMay

June

Water & WasteOur C airns Water

Prospective Actions Value in the continued OCW site to be reviewed.

54



YTD Actual ($)

YTD Budget Revised

($)


(where variance is +/- 5%)

Revenue 518,832 530,332 -11,500 -2.0 UNFAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

Expenditure 419,634 507,132 87,498 17.0% FAVOURABLE • Reasons: Materials (primarily

Promotional Materials), External Services and Other Services (mainly advertising) are under budget by $17.2k, $33k and $39.9k respectively. These budgets are linear and it is expected they will be fully expended.

• Implications / Actions: Expenditure to be monitored.

55


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 Outputs Title Description 1. Internal Reports Comparative statistical information for target reporting associated with

administration functions 2. Administration Support Administration support associated with Water & Waste

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.

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

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

Officer Responsible: Manager Business Services


Performance Rating:

Variance Report

• Result Measure (Title): Number of Complaints from Supported Areas

& Customers • Result Target: No more than 2 complaints per month • Reporting Frequency: Monthly • Performance Assessment:

Data sources being investigated.

Prospective Actions

On Target Operating Initiative Status Relevant Linkage(s)

Due Date Complete (Enter %) Yes

(enter )

No * (enter X)

1. Oversee development of Deployment Flowcharts for business processes

Corporate Goal 6.3.

June 2010 50%

2. Coordinate Project Scope and business requirements for Laboratory Information Management System and other related information management systems

Corporate Goal 6.3.

June 2010 50%

56


Operating Budget Assessment: YTD

Actual ($) YTD

Budget Revised

($)



Revenue 384,197 384,197 0 0.0% FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

Expenditure 314,513 313,559 -954 0.0% UNFAVOURABLE


57


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 Outputs Title Description 1. Water Consumption Accounts Water usage notices and settlement data to customers, provided in

a timely and effective manner

2. Water Usage Settlement Accounts

Final reads provided in the settlement process associated with property transfers

3. Water Meter Replacement Program

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



Performance Rating:

Variance Report N/A

• Result Measure (Title): Water Usage Notice - time from read to bill issue

date • Result Target: Within 14 days of reading date • Reporting Frequency: Monthly • Performance Assessment:

Water Consumption Account Turnaround Time - 14 Day Target

5

10

15

20

25

30

18/03

/2010

25/03

/2010

1/04/2

010

8/04/2

010

Account Issue Date

Num

ber o

f Day

s fr

om M

eter

Rea

d

TargetULCLCL




(enter )

No * (enter X)

1. Develop Deployment Flowcharts for business processes

Corporate Goal 6.3.

June 2010 50%

58


Performance Rating:

X Variance Report A total of 346 searches were undertaken during March 2010. ‘10’ settlement reports were outside the required time frame. 3 x Verified by Operations; 3 x Staff Error; 1 Customer Service Officer error; 2 Delay by Contractors & 1 x No Access.

• Result Measure (Title): Water Settlements - Turnaround time from

request to issue • Result Target: 5 days for $32.90 Fee 24 Hours for $53.40 Fee • Reporting Frequency: Monthly • Performance Assessment:

Water Settlements Turnaround Time from Request to IssueTarget 100% Compliance

0%20%40%60%80%

100%120%

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunMonths in Year

% C

ompl

ianc

e

5 Day % 24 Hour % Target %

Prospective Actions Processes to be reviewed.


Actual ($) YTD

Budget Revised

($)



Revenue 160,050 219,469 -59,419 -27.0% UNFAVOURABLE • Reasons: Water Meter Reading

Fees (for Special Reads) is under budget by $64.1k.

• Implications / Actions: Trend analysis being undertaken to compare prior years to get a better understanding of this variance.

Expenditure 910,564 914,744 4,180 0.0% FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

59


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

customers Outputs Title Description 1. Water & Waste Budget Original budget and budget review documentation from

Operations, Waste and Infrastructure 2. Monthly Financial Analysis Financial analysis associated with consolidated Water & Waste

provision

Officer Responsible: Principal Management Accountant


Performance Rating:

Variance Report Nil

• Result Measure (Title): Adherence to Corporate Budget Timeline • Result Target: 100% compliance • Reporting Frequency: Quarterly • Performance Assessment:

Timeliness of Budget Preparation

0%20%40%60%80%

100%

1st BudgetReview

2nd BudgetReview

3rd BudgetReview

20010/11OriginalBudget

Reporting Period

% C

ompl

ianc

e

Timeline Met for Quarterly Budget ReviewTarget




(enter )

No * (enter X)

1. Implement Australian Standard principles on Fraud Prevention

Corporate Goal 6.2.

June 2010 20%

60


Performance Rating:

Variance Report Nil

• Result Measure (Title): Timeliness of Financial Analysis • Result Target: Timeliness of financial analysis in monthly

reports • Reporting Frequency: Monthly • Performance Assessment:

Timeliness of Financial Analysis

0%20%40%60%80%

100%

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Febr

uary

March

AprilMay

June

Reporting Period

% C

ompl

ianc

e

Agenda Close AchievedTarget



YTD Actual ($)

YTD Budget Revised

($)



Revenue 308,206 308,206 0 0.0% FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

Expenditure 316,084 346,362 30,277 9.0% FAVOURABLE • Reasons: Employee costs are

under budget by $30.1k, due to Business & Systems Analyst being costed to 6510, and the Management Accountants position being vacant since February 2010. New Management Accountant to commence on 12 April 2010.

• Implications / Actions: HR have now changed home cost centre to 6512 (from 6510). Adjustment was made at 3rd budget review

61


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.

Outputs Title Description Tests on: - Waters for Drinking Purposes - Waters (non-drinking) - Solid matrices

Other tests

- Tests undertaken for client purposes include water for drinking, wastewaters, pools, creeks, lakes, sludge and soils and other tests.

Officer Responsible: Laboratory Services Manager


Performance Rating:

Variance Report N/A

1. Sample Completion Time

70

80

90

100

Jan- 09 M

ar-

09 May

-09 Ju

l-09

Sep-

09 Nov

-09 Ja

n- 10 Mar

-10 May

-10

Period Beginning January 2009

Perc

enta

ge C

ompl

100% within 30 days

99% within 14 days

80% within 5 days

5 Day Target

Prospective Actions Nil



(enter )

No * (enter X)

1. Develop Scope and business requirements for Laboratory Information Management System

Corporate Goal 6.3.

June 2010 100

2. Implement interim quality management database

Corporate Goal 6.3.

June 2010 100

3. Develop viral “Phage” testing for A+ Recycled water

Corporate Goal 6.3.

October 2009

100

62


Performance Rating:

Variance Report N/A

2. Quality of Results

80

90

100Ja

n-09

Mar

-09

May

-09

Jul-0

9

Sep

-09

Nov

-09

Jan-

10

Mar

-10

May

-10

Period Beginning January 2009

Qua

lity

Perc

enta

Ach

ieve

d% of Analysis Batches with acceptable QC (score ≤2)

>95% OFI's closed out within 14days of lodging

Target



Actual ($) YTD

Budget Revised

($)



Revenue 1,728,398 1,454,821 273,576 19.0% FAVOURABLE • Reasons: Internal Revenue is

over budget by $256k predominantly due to A+ Recycled Water Validation, Far North Public Health Order and wet weather commissioning work for Cleaner Seas project. $17.8k for external scientific testing fees.

• Implications / Actions: This work is non-ongoing, and revenue is back in line with budget.

Expenditure 1,601,946 1,592,786 -9,160 -1.0% UNFAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

63


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. Outputs Title Description 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.

2. Coordination of the Departmental Risk Register

Coordination and maintenance of the risk register for Water & Waste

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

Officer Responsible: Business Process Officer

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


Performance Rating:

Variance Report N/A

• Result Measure (Title): TMP and SAMP Compliance with Statutory

Arrangements • Result Target: Passing of State Government Audit • Reporting Frequency: Annual • Performance Assessment:

No data currently available. Audit due September 2010.

Prospective Actions NA



(enter )

No * (enter X)

1. Finalise documentation for Process and Reference Manual ADWQF

Corporate Goal 6.3/6.7.

June 2010 80%

2. Handover Process and Reference documentation to Operational staff

Corporate Goal 6.3/6.7

June 2010 50%

3. Establish Framework for Internal Controls and Fraud Risk


June 2010 80%

64


Performance Rating:

Variance Report

• Result Measure (Title): Currency of Risk Register • Result Target: EMT review and approval • Reporting Frequency: Quarterly • Performance Assessment:

Currency of Risk Register

020406080

100120

Sep-09 Dec-09 Mar-10 Jun-10

Month

% o

f Ris

k R

egis

ter t

hat i

scu

rren

t

% of Risk Register thatis currentTarget


Performance Rating:

X

Variance Report Due to staff changes target has not been met.

• Result Measure (Title): Coordination of Incident Scenarios • Result Target: 4 Scenario Sessions / Year, 1 session per

quarter • Reporting Frequency: Quarterly • Performance Assessment:

Number of Emergency Response Sessions Completed as Scheduled

0

1

Sep-09 Dec-09 Mar-10 Jun-10

Month

# of

Ses

sion

s

# Completed

Target

Prospective Actions Responsibility transferred to Waste & Environment for actioning.


YTD Actual ($)

YTD Budget Revised

($)



Revenue 100,854 100,854 0 -0.00% FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

Expenditure 78,014 76,739 -1,276 -0.5% UNFAVOURABLE Reasons: Nil Implications / Actions: Nil.

65


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

Outputs Title Description 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

2. Water, plumbing and drainage works - processed applications

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

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

4. Tradewaste Inspections Tradewaste inspections undertaken for compliance with the relevant regulations


Performance Rating:

Variance Report NA

Result Measure (Title): Number of legal challenges to compliance assessment • Result Target: Zero successful challenge • Reporting Frequency: Monthly • Performance Assessment:

Number of Legal Challenges to Compliance Assessment

0%

25%

50%

75%

100%

July

Aug

Sept Oct

NovDec Ja

nFe

b

March

April

MayJu

ne

Months in Year

# of

Suc

cess

ful

Cha

lleng

es

Actual Challenges

Target





(enter )

No * (enter X)

1 Develop Deployment Flowcharts for business processes


June 2010 100

2. Manage and Administer Backflow Prevention Program

Corporate Goal 6.3/6.7

June 2010 55

3. Establish Revenue Collection process and system for Trade Waste

Corporate Goal 6.3.

June 2010 100

4. Implementation of Trade Waste Management within Department 10

Corporate Goal 6.7

June 2010 60

66


Performance Rating:

Variance Report Plumbing applications fluctuate monthly; however, seem to be in line with the annual budget.

• Result Measure (Title): Number of Plumbing Applications Received • Result Target: Compliance with budgeted number • Reporting Frequency: Monthly • Performance Assessment:

Number of Plumbing Applications Received

-20406080

100

July

Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

April

May

June

Thousands

Months in Year

Rev

enue

from

App

licat

ions

Revenue Received

Revenue Target


Performance Rating:

Variance Report 129 Applications approved in March 2010 – 3 not processed within the 20 day timeframe: 1 application was with Inspectors awaiting approval. 2 applications received requiring further information, fees or plans from the applicant - applicants were notified.

• Result Measure (Title): Plumbing Application Turnaround Time • Result Target: Assessment within twenty days • Reporting Frequency: Monthly • Performance Assessment:

Plumbing Approval Turnaround Time

020406080

100120140160180200220240260280300

1 21 41 61 81 101

121

Number of Approvals

# of

Wor

king

Day

sFo

r App

rova

l

Plumbing ApprovalsUpper Control LimitLower Control LimitTarget


67


Performance Rating:

Variance Report

• Result Measure (Title): Number of Plumbing Inspections Undertaken • Result Target: Monitor number • Reporting Frequency: Monthly • Performance Assessment:

Number of Plumbing Inspections Undertaken

400

500

600

700

800

July

Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

April

May

June

Months in Year

Num

ber o

f Ins

pect

ions

U

nder

atak

en

Target

Actual Inspections


Performance Rating:

Variance Report

• Result Measure (Title): Number and Timeliness of Trade Waste

Inspections • Result Target: Inspections on anniversary date • Reporting Frequency: Monthly • Performance Assessment:

Trade Waste Inspection Frequency

50100150200250300350

July

Septem

ber

Novem

ber

Janu

ary

March

May

Months in Year

Num

ber o

f Ins

pect

ions

Target

Actual Inspections


68



YTD Actual ($)

YTD Budget Revised

($)



Revenue 1,599,589 1,688,455 -88,866 -5.0% UNFAVOURABLE • Reasons: Plumbing Applications,

Trade Waste Applications, Trade Waste Search Fees and Internal Revenue under budget by $27.5k, $24.3k, $7.2k and $29.9k respectively, due to timing differences and the linear budget. There have been a significant number of Trade Waste refunds in the current year for amounts that have been incorrectly charged in the past. Additionally, Trade Waste Revenue was budgeted for the far North area, and this is only coming on line gradually, and therefore the revenue is not as high as anticipated at this stage.

• Implications / Actions: Monitor monthly

Expenditure 1,147,372 1,212,134 64,762 5.0% FAVOURABLE • Reasons: Employee costs,

Temp Staff, Other Services & Materials are below budget by $21.8k, $27.3k, $5k & $9.3k respectively

• Implications / Actions: Nil.

69


Cairns Regional Water & Waste A Business Unit of Cairns Regional Council OVERVIEW OF FINANCIAL PERFORMANCE For the Month Ended: March-10 Notes to the Financial Statements Notes to the Financial Statements 1.0 Sources of Revenue

1.1 Operating Revenue for March of $9.89 is less than the budgeted monthly amount of $10.77m, leaving a negative variance of $882k or 8.2%. Operating Revenue year to date is $95.11m compared to a budget of $96.40m, leaving a negative variance of $1.28m or 1.3%.

1.2 Fees and Charges for March of $440k is more than the budgeted monthly amount of $380k,

leaving a positive variance of $60k or 16%. Fees and Charges year to date is $3m compared to a budget of $3.42m, leaving a negative variance of $422k or 12%. Water Meter Reading Fees (Special Reads), Trade Waste Applications & Searches, Sale of Water from Hydrants and Water Connection Fees continue to fall short of budget by $64k, $31k, $176k and $166k respectively, predominantly as a result of the decline in local economic activity.

1.3 Interest for March of $98k is more than the budgeted monthly amount of $21k, leaving a

positive variance of $76k or 349%. Interest year to date is $425k compared to a budget of $295k, leaving a positive variance of $130k or 44%. Interest is calculated on unpaid access and consumption rates and is adjusted at 3rd Budget Review.

1.4 Other Revenue for March of $8k is less than budged revenue of $72k, leaving a negative

variance of $63k or 88%. Other Revenue year to date is $524k compared to a budget of $655k, leaving a negative variance of $131k or 20%. This is primarily due to less than anticipated private works. These works are on an ad hoc basis as the public request it and can fluctuate significantly month to month. This will be monitored and a budget adjustment made if deemed necessary.

1.5 Operating Contributions and Donations for March of $400k is less than the budgeted

monthly amount of $445k, leaving a negative variance of $45k or 10%. Contributions and Donations year to date of $3.53m is less than the budget of $4.03m, leaving a negative variance of $500k or 12%. This is based on a linear budget.

2.0 Expenditure by Type

2.1 Operating Expenditure for March of $8.14m is less than the budgeted monthly amount of $8.34m, leaving a positive variance of $203k or 2%. Year to date Operating Expenditure is $72.99m compared to a budget of $76.09m, leaving a positive variance of $3.09m or 4%.

2.2 Employee Costs for March of $1.49m is less than the budgeted monthly amount of $1.55m,

leaving a positive variance of $63k or 4%. Employee Costs year to date are $14.15m compared to a budget of $14.79m, leaving a positive variance of $638k or 4%. This is due to less than anticipated allowances being paid to date. This will be monitored.

2.3 Overtime costs for March of $116k is more than budgeted amount of $105k, leaving a

negative variance of $10k or 10%. Overtime costs year to date of $1.09m is more than budgeted amount of $1.01m, leaving a negative variance of $78k or 8%. This is primarily due to overtime required at the Water and Wastewater Treatment Plants, and will be monitored over the coming months. There was also $24k of overtime at the laboratory due to the testing activities required in Division 10.

70


2.4 Agency/Temp Staff for March of $133k is more than the budgeted monthly amount of $116k,

leaving a negative variance of $17k or 15%. Year to date Agency/Temp Staff is $1.05m compared to a budget of $876k, leaving a negative variance of $176k or 20%. This is primarily due to the usage of agency staff in Wastewater Reticulation ($115k) & Water Reticulation ($185k) for the maintenance of essential services.

2.5 Materials for March of $436k are less than the budgeted monthly amount of $564k, leaving a

positive variance of $127k or 23%. Materials year to date are $4.19m compared to a budget of $4.64m, leaving a positive variance of $454k or 10%. Expenditure has been less than expected for Repairs & Maintenance by $283k partly due to the Cleaner Seas upgrades meaning the plants require less R&M materials, and partly due to less than anticipated expenditure at the Water Treatment Plants. Water Meter Supplies is also down on budget by $82k YTD. This is reflected in the reduced revenue from water meter connections.

2.6 External Services for March of $422k is more than the budgeted monthly amount of $334k,

leaving a negative variance of $88k or 26%. External Services year to date is $2.73m compared to a budget of $2.99m, leaving a positive variance of $253k or 8%. Other Services for Wastewater Treatment are $203k less than budget due to lower than anticipated sludge removal costs. External Hire for Plant and Equipment is less than budget by $34k and will be monitored as the year progresses.

2.7 Legal Services for March of $1.7k is more than budget of $869, leaving a negative variance

of $881 or 101%. YTD expenditure of $14k is more than budget of $7.8k leaving a negative variance of $6.6k or 84%. This is primarily due to Project Delivery seeking legal advice for Waste Contract Tenders which amounted to $12k which was not budgeted for.

2.8 Consultancy Services for March of $17,000 is less than the budgeted monthly amount of

$162,123, leaving a positive variance of $145k or 90%. Consultancy services year to date amount to $125k compared to a budget of $430k, leaving a positive variance of $305k or 71%. Consultancy services budget is linear over the year; however, the expenditure occurs on an ad hoc basis. It is anticipated that this money will be used for specific projects by the end of the year.

2.9 Other Services for March of $558k is more than the budgeted monthly amount of $534k,

leaving a negative variance of $23k or 4%. Other Services year to date is $3.56m compared to a budget of $4.14m, leaving a positive variance of $584k or 14%. Anticipated electricity costs for the upgraded Waste Water Treatment Plants are not yet being realised and are currently $186k under budget. Private works expenditure is $253k under budget. This correlates with Private Works Revenue which is currently under budget. Private works is ad hoc and budget is based on prior year actuals and predicted growth.

2.10 Bad and Doubtful Debts for March of $12.1k is more than budget of $8.3k, leaving a

negative variance of $3.8k or 47%. Bad and Doubtful Debts year to date of $107k is more than budget of $74k, leaving a negative variance of $33k or 44%. This is due to the large number of 50/50 claims that have been approved year to date.

3.0 Operating Capability Before Tax, Dividend and Capital Items For the month of March the Net Operating Gain before tax & dividend of $1.74m is less than the budgeted amount of $2.42m, leaving a negative variance of $678k or 28%. The Net Operating Gain before tax & dividend year to date of $22.11m is more than budget expectations of $20.30m, leaving a positive variance of $1.80m or 9%. The Net Operating Gain after tax & dividend for the year to date is $8.12m compared to a budget of $6.55m, leaving a positive variance of $1.57m or 24%.

71


WASTE MANAGEMENT 4.0 Sources of Revenue

4.1 Operating Revenue for March of $2.08m is less than the budgeted monthly amount of $2.31m, leaving a negative variance of $230k or 10%. Operating Revenue year to date is $21.20m compared to a budget of $21.89m, leaving a negative variance of $689k or 3%.

4.2 Fees and Charges for March of $153k is less than the budgeted monthly amount of $238k,

leaving a negative variance of $85k or 36%. Fees and Charges year to date is $2.60m compared to a budget of $2.85m, leaving a negative variance of $251k or 9%. This is primarily due to the Sale of Recyclables from the MRF and the Buy Back Shop being $124k and $80k under budget respectively.

4.3 Interest for March is $30k compared to a budget of $$6k, leaving a positive variance of $23k

or 380%. YTD interest is $112k compared to a budget of $80k, leaving a positive variance of $32k or 40%. Interest is calculated on unpaid cleansing rates and is adjusted at 3rd Budget Review.

4.4 Other Revenue for March is negative $19k which is less than the budgeted monthly amount

of $97k, leaving a positive variance of $116k or 120%. Other Revenue year to date is $726k compared to a budget of $931k, leaving a negative variance of $205k or 22%. This negative no. for March is as a result of Waste revenue accruals for Kerbside Collection Revenue being reversed in the month and no revenue being raised in this account or no accruals being raised for the month. Kerbside Collection is less than budget by $371k YTD, $200k of which was budgeted for Non-Residential Recycling and the remainder due to not accruing revenue in March.

5.0 Expenditure by Type

5.1 Operating Expenditure for March of $361k is less than the budgeted monthly amount of $2.23m, leaving a positive variance of $1.87m as detailed below. Operating Expenditure year to date is $18.40m compared to a budget of $20.82m, leaving a positive variance of $2.41m or 12%.

5.2 Overtime costs for March of $10k are less than budget of $11k, leaving a negative variance

of $0.5k or 5%. Overtime costs year to date of $164k are more than budget of $100k, leaving a negative variance of $63k or 64%. Of this $35k relates to the MRF and $36k to the Transfer Stations. Overtime is being monitored to ensure does not creep up again.

5.3 Agency/Temp Staff costs for March of $73k are more than budget of $69k, leaving a negative

variance of $4k or 7%. Agency/Temp Staff costs year to date of $691k are more than budgeted amount of $625k, leaving a negative variance of $65k or 10%. This is primarily due to use of temp staff at Transfer Stations to cover the December/January period.

5.4 Materials for March of $10k are less than the budgeted monthly amount of $38k, leaving a

positive variance of $28k or 73%. Materials year to date is $158k compared to a budget of $321k, leaving a positive variance of $163k or 51%. Repairs and Maintenance Materials are under budget by $173k for the year due to the ad hoc nature of the expenditure.

5.5 External Services for March of $72k is less than the budgeted monthly amount of $1.46m,

leaving a positive variance of $1.39m or 95%. External Services year to date is $11.42m compared to a budget of $13.32m, leaving a negative variance of $1.89m or 14%. Garbage Collection Services was $1.1m under budget and is presently being investigated by Waste Officers.

5.6 Legal Services for March are $3.8k compared to a budget of $2.2k, leaving a negative

variance of $1.5k or 70%. Year to date Legal Services amount to $8k compared to a budget of $20k leaving a positive variance of $12k or 61%. Legal expenditure is ad hoc as required and does not correlate with the linear budget.

72


5.7 Consultancy Services for March are $7.8k compared to a budgeted monthly amount of $9k,

leaving a positive variance of $1.3k or 14%. Consultancy Services year to date is $23k compared to a budget of $234k, leaving a positive variance of $210k or 90%. The budget is linear and it is expected to be fully expended during the year.

6.0 Operating Capability Before Tax, Dividend and Capital Items For the month of March the Net Operating Gain before tax & dividend of $1.72m is more than the budgeted gain of $83k, leaving a positive variance of $1.64m. The Net Operating Gain before tax & dividend year to date of $2.80m is more than budgeted gain of $1.07m, leaving a positive variance of $1.72m or 161%. The Net Operating Gain after tax & dividend for the year to date is $245k compared to a budgeted gain of $32k, leaving a positive variance of $213k or 671%.

73


Cairns Regional Water & Waste A Business Unit of Cairns Regional Council WATER & WASTE CONSOLIDATED POSITION STATEMENT OF FINANCIAL PERFORMANCE For the Month Ended: March-10

74


Cairns Regional Water & Waste A Business Unit of Cairns Regional Council WATER & WASTEWATER STATEMENT OF FINANCIAL PERFORMANCE For the Month Ended: March-10

75


Cairns Regional Water & Waste A Business Unit of Cairns Regional Council WASTE MANAGEMENT STATEMENT OF FINANCIAL PERFORMANCE For the Month Ended: March-10

76


Cairns Regional Water & Waste A Business Unit of Cairns Regional Council CAIRNS WATER DEBTOR REPORT For the Month Ended: March-10

Fees & Charges Outstanding

-400

-200

-

200

400

Thou

sand

s

Private Works -40,228 -60,555 -10,971 -319,871

General Debtors 16,276 328,402 2,505 28,087

Laboratory Testing Fees 105,650 44,756 12,311 -4,246

Trade Waste Charges 195,597 12,010 -1,912 10,707

Waste Charges 6,452 12,596 125 6,389

Current 30 Days 60 Days 90 Days +

Rates Outstanding

-

1,000

2,000

3,000

4,000

Thou

sand

s

Water Access 1,162,919 405,622 194,289

Sew erage Access 3,355,106 1,091,286 591,762

Cleaner Seas Lev y 596,886 184,960 62,449

Cleansing Charges 1,473,850 484,074 234,153

Current Ov erdue Arrears

Water Usage Charges Outstanding

-

200

400

600

800

1,000

1,200

Thou

sand

s

Water Usage Charges 1,121,412 428,493 134,612 102,144 969,066

Current 30 Days 60 Days 90 Days 90 + Days

77


WATER & WASTE REVENUE GRAPHS For the Month Ended: March-10

Cleansing Rates RevenueYTD

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

18,000,000

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

Actual

Budget

Comments: No major variances. Rates in March 2010 are recognised as 3/6ths of the rates raised for the period January to June 2010.

Water Access Rates RevenueYTD

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000


Res Act

Com ActRes Bud

Com Bud


78


Sewer Access Rates RevenueYTD

0

3,000,000

6,000,000

9,000,000

12,000,000

15,000,000

18,000,000

21,000,000

24,000,000

27,000,000

30,000,000


Res Act

Com Act

Res Bud

Com Bud


Cleaner Seas RevenueYTD

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000


Actual

Budget


79


Water Usage RevenueYTD

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000


Res ActCom Act

Res BudCom Bud

Comments: Residential Water usage Revenue is over budget by $1,170k while Commercial Water Usage Revenue is under budget by $327k. This is primarily due to the budget being based on an estimated consumption (per revenue model) divided evenly over the 12 mths, whereas actuals include an accrual for the estimated amount of water that has been used to date that has not yet been invoiced, due to the timing of meter reads. A comparison to 2008/09 trends also show an increased amount of billing and accruals in the December/January period. This has started to even out in February/March and will be monitored monthly.

Fees, Charges and Developer Contributions(Water) Revenue

YTD

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000


Actual

Budget

Comments: Actual revenue fell short of budget expectations by $968k. This is primarily due to lower than anticipated Operating Contributions and Donations, Water Connections, Sale of Water from Hydrants, Water Meter Reading Fees (for special reads) and Trade Waste Applications & Searches by $500k, $166, $176k, $64k and $31k respectively.

80


Fees & Charges (Waste) RevenueYTD

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000


Actual

Budget

Comments: Actual revenue is $424k less than budgeted revenue. This variance is primarily due to the Sale of Recyclables and Kerbside Collection being $204k and $371k respectively below budget, and Sale of Scrap being $161k over budget. Investigation of Kerbside Collection Revenue found that $200k had been budgeted for Non-Residential Recycling Revenue, which is an operating project which has not yet bought in any revenue. An Officer has now been appointed and has commenced work on this operating project, and revenue should start to come in before the end of this financial year.

81


WATER & WASTE EXPENDITURE GRAPHS

Total Expenses Cairns Water/Waste ManagementYTD

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

100,000,000

110,000,000

120,000,000


Actual

Budget

Comments: Actual Operating Expenditure of $111M is lower than the budget of $107M, leaving a positive variance of $3.76M or 3.4%.

Total Expenses Corporate AdministrationYTD

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


Actual

Budget

Comments: Actual Operating Expenditure of $15.2m is more than the budget of $15.0m, leaving a negative variance of $177k or 1.2%. Actual Operating Expenditure (excluding tax and dividend) of $1.21m is less than the budget of $1.27m, leaving a negative variance of $58k or 4.6%.

82


Total Expenses Business ServicesYTD

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000


ActualBudget

Comments: Actual Operating Expenditure of $4.3M is lower than the budget of $4.45M, leaving a positive variance of $87k or 2%.

Total Expenses OperationsYTD

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000


ActualBudget

Comments: Actual Operating Expenditure of $63M is less than the budget of $64.7M, leaving a positive variance of $1.6M or 2.5%.

83


Total Expenses Waste ManagementYTD

-1,000,000

2,000,000

5,000,000

8,000,000

11,000,000

14,000,000

17,000,000

20,000,000

23,000,000


Actual

Budget

Comments: Actual expenditure of $20.96M is lower than the budget of $21.866M, leaving a positive variance of $902k or 4.1%. This is due to offseting factors. External Services is now under budget by $1.89M (due to the Portsmith Lanfill remediation works expenditure being transferred to the provision account), Tax Expense of $778k is above the budget of $348k leaving a negative variance of $429k, Dividend Expense of $1.78M is above the budget of $694k leaving a negative variance of $1.08M. Internal Charges of $1.33M are lower than the budget of $1.61M leaving a positive variance of $282k and Consultancy Services of $23k is under the budget of $234k leaving a positive variance of $210k.

84


WATER & WASTE – CAPITAL WORKS

Cairns Water Capital Works 2009/10

-

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

Month

Valu

e

YTD Actuals + Committals 5,973,668 9,867,958 10,752,64 11,649,94 12,926,04 13,862,83 15,817,02 16,865,95 20,095,63

YTD Actuals -323,780 774,935 1,694,321 4,801,677 6,246,219 7,830,621 8,760,005 10,602,65 12,395,64

YTD Budget 2,144,706 4,289,411 6,699,117 9,108,823 11,518,52 13,928,23 16,337,94 18,747,64 21,157,35

CleanerSeas YTD Actuals + Committals 43,691,61 43,775,90 45,911,66 46,232,37 46,280,12 46,431,77 46,549,73 46,602,29 46,745,13

CleanerSeas YTD Actuals 92,567 5,372,467 9,406,926 14,089,03 17,193,63 20,112,48 22,461,16 24,116,77 26,036,26

CleanerSeas YTD Budget 5,077,923 10,155,84 15,233,76 20,311,69 25,389,61 30,467,53 35,545,45 40,623,38 45,701,30

July $ August $Septembe

r $October $

November $

December $

January $February

$March $ April $ May $ June $

Notes: The above graph is representative of the total commitments (outstanding purchase orders) for Water & Waste capital projects plus 2009/10 invoiced expenditure. The 2nd budget review was adopted on 9 December 2009 for 2009/10 Capital Projects. Due to the volume of projects and the linear nature of the capital budget, the data below provides a brief report of variances for major projects (where the 09/10 budget exceeded $500k).

Project 2nd Review

Budget 2009/10

YTD Budget

YTD Expenditure Actuals (I)

YTD committals

(J)

YTD Actual Expenditur

e + Committals

($)

Variance ($) (on YTD budget)

Varianc

e (%)

Carry forwa

rd comm

ittal

Variance Report & Prospective

Actions (where variance is +/-

10%)

Cleaner Seas – Wastewater

Treatment Plant

Upgrades

60,935,073 45,701,305 26,036,260 20,708,873 46,745,133 -1,043,828 -2%

‘Actuals & Committals’ is the

total amount remaining on the

TOC as a purchase order for the entire TOC was raised in

Dec 08. The budget is linear and

will continue to increase monthly while the ‘Actuals

and Committals’ will stay relatively

steady until the year end, only increasing

for expenses outside of the TOC. In September there

was $1.5m in variations to the Cleaner Seas

Contract added to the purchase order.

These variations were all authorised

by council.

85


Consultancy, Design and

Construction of Fluoride

Project (PCW09302)

2,000,000 2,000,000 1,512,505 424,467 1,936,972 63,028 3%

Variance due to Tunnel Hill Plant

being complete and handed over to operations staff.

Further committals to cover detailed design of other

plants.

Upgrade Pump Station K (PCS7356)

1,500,000 1,125,000 1,284,614 155,420 1,440,033 -315,033 -28%

Final components are being installed and in the process of being handed

over to operations.

Rising Main K Evaluation

(PCS09616) 1,450,195 1,087,646 28,522 66,272 94,793 992,853 91%

Design currently underway so

physical construction has not

yet commenced, hence variance. Materials due for

purchase March/April 2010 to

resolve variance

Bartle Frere Reservoir -

Construction (PCW08802)

1,216,000 912,000 587,414 535,533 1,122,948 -210,948 -23%

Contract awarded to J&P Moore

Investments Pty Ltd. Project ongoing

Bellenden Ker Reservoir - Construction (PCW08803)

1,216,000 912,000 59,628 978,132 1,037,760 -125,760 -14%


Investments Pty Ltd. investigation into

easements conditions ongoing

Fishery Falls Reservoir -

Construction (PCW08801)

1,216,000 912,000 428,845 878,328 1,307,173 -395,173 -43%


Investments Pty Ltd. All Grounds works Project ongoing.

Cairns Works - Main

Alterations / Replacements (PCW10308)

1,004,000 753,000 0 0 0 753,000 100%

Works soon to commence on

Water Main Replacements for

Yorkey’s Knob Road. Major portion

of funds was set aside for main

replacements for Aeroglen Bikeway.

This has been delayed due to

delays in design and approvals. As such, funds my not be fully expended

this financial year.

86


Construct University

Reservoir inlet main ND600 (PCW09513)

1,000,686 1,000,686 913,283 0 913,283 87,403 9% Works completed

and handed over to operations staff.

Design and Construction of Mulgrave

River Aquifer Stage 1

(PCW51310)

1,000,000 750,000 187,234 901,354 1,088,588 -338,588 -45%

Design consultancy awarded to GHD

Pty Ltd which accounts for the large committal.

Stage 2 SPS CB1 Upgrade (PCS09415)

989,596 742,197 35,417 845,721 881,138 -138,941 -19%

Works to commence within the next 2 weeks

Stage 2 SPS RL1

(PCS09414) 837,000 627,750 593,942 151,280 745,222 -117,472 -

19%

Contract awarded to CEC.

Site clean in progress and ready

for hand over to operations

Sewer Relining 08/09 (PCS09401)

700,000 700,000 670,413 0 670,413 29,587 4% Completed.

450mm Gravity Trunk

Main Redlynch

(PCS08513)

585,348 536,569 579,068 4,566 583,634 -47,065 -9%

Variance due to the purchase of pipe

materials. Construction

delayed due to land acquisition issues.

Design Recycled

Water Systems for Smithfield

Village, Yorkeys Knob and Paradise

Palms (PCW09317)

540,000 405,000 346,249 556,831 903,081 -498,081 -

123%

Design consultancy awarded to SKM Pty Ltd. Committal for this purchase order is expected to be approved soon to resolve variance.

Preliminary Design expected in March.

UF Cartridge Replacement

Filters for Mossman,

Daintree and Whyanbeel

WTPs (PCW10103)

515,000 386,250 243 396,323 396,566 -10,316 -3%

Obtaining a revised quote to purchase 2

cartridge filters at this stage.

Mossman STP Upgrade

(PCS08906) 500,000 125,000 46,808 9,423 56,231 68,769 55%

Contract awarded to Aquatec-Maxcon.

Pre start meeting to be arranged together with

procession of site

87


ACTIVITY OPERATIONS MANAGEMENT & ADMINISTRATION SUPPORT - 6530 Mission: To ensure the delivery of Water and Wastewater services are delivered in a cost

effective, efficient manner to the end user. Outputs Title Description 1. Performance Management for:

• Water Treatment • Water Reticulation • Wastewater Treatment • Wastewater Reticulation


2. Performance management for; • Workplace Health & Safety • Water Services - Reticulation • Wastewater Services • Engineering & Maintenance


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

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

Ensure Business Excellence principles are applied to processes within Operations branch

Officer Responsible: Operations Manager


Actual ($) YTD

Budget Revised

($)



Revenue 263,014 221,476 41,538 18.8% FAVOURABLE • Reasons: Internal Revenue from

Capital Works in Mgt & Admin is under budget by $45.2k but over budget by $64.7k in SCADA. Other Revenue is over budget by $10.1k

• Implications / Actions: Nil. Expenditure 885,225 839,253 45,972 5.5% UNFAVOURABLE

• Reasons: Licences are $87k over budget due to upgrade from Macroview to CiTect and Cleaner Seas SCADA upgrade costs. Employee costs and Internal Charges are under budget by $33.2k & $21k. Overtime is over budget by $10.7k in SCADA

• Implications / Actions: Adjustments made at 3rd Budget review.

88


ACTIVITY OPERATIONS – WORKPLACE HEALTH AND SAFETY - 6535 Mission: To provide the systems and tools to allow safe and effective work environments and assist

staff rehabilitation, with integration back into the workforce Outputs Title Description 1. Risk Watch meetings Co-ordinate 4 Risk Watch meetings per year 2. Workplace inspections Undertake workplace inspections according to schedule based on

level of risk at each site 3. Monitor & Review of Safety

Management system Complete Document Review / Audits as per MAPS

Officer Responsible: Operations Manager

Water & Waste WH&S Monthly Action Plans Overall Performance

On Target (MAPS Target 85%)

Water & Waste Branches

Complete (enter %)

Yes (enter )

No * (enter X)

1. Operations Macnamara Depot 100% Mossman/P Douglas Treatment Plants 100% Fitter & Electricians 73.33% Tunnel Hill 100% Water Reticulation 98.44% Treatment Plants 100% 2.Business Services 91.11% 3.Infrastructure 100% 4.Waste 86.36% Hazard Inspections 92.31% * Variance Report for Initiatives not on target: * Prospective Actions for Initiatives not on target:


Actual ($) YTD

Budget Revised

($)



Revenue 250,372 250,185 187 0.0% FAVOURABLE • Reasons: Nil.

Implications / Actions: Nil. Expenditure 229,034 250,988 21,954 9.0% FAVOURABLE

• Reasons: First Aid Supplies, Training Services and Other Services under budget by $6.7k, $6.1k and $7.9k respectively.

• Implications / Actions: Expenditure to be monitored.

89


ACTIVITY OPERATIONS – WATER SERVICES – RETICULATION - 6537 Mission: To supply potable water, be cost effective and meet our Customer Service Standards

Outputs Title Description 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

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

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

Officer Responsible: Water Services Coordinator

DRINKING WATER QUALITY

Zones: Babinda, Bartle Frere, Bellenden Kerr, Bessie Point, Bramston Beach, Central, Fishery Falls, Goldsborough, Miriwinni, Mountain View/Orchid Valley, Northern, Southern. Compliance Targets E-Coli Compliance Target: 98% of samples to be compliant with ADWG. pH Compliance Target: 98% of samples to be compliant with ADWG Turbidity Compliance Target: 95% of samples to be compliant with ADWG Colour Compliance Target: 98% of samples to be compliant with ADWG

90


Performance Rating:

Variance Report N/A

Percentage E-Coli Compliant Samples (Target 98%)

0%

20%

40%

60%

80%

100%B

abin

da

Bar

tle F

rere

Bel

lend

enK

err

Bes

sie

Poi

nt

Bra

mst

onB

each

Cen

tral

Fish

ery

Falls

Miri

win

ni

Mou

ntai

nV

iew

/O

rchi

d V

alle

y

Nor

ther

n

Sou

ther

n

Mos

sman

Dis

trict

Gol

dsbo

roug

h

Zone

% C

ompl

iant

Sam

ples


Performance Rating:

X

Variance Report 1. Bessie Point - 0% 2. Central – 94% 3. Northern – 85% 4. Southern – 95% 5. Mossman – 28%

Percentage Compliant pH Samples (Target 98%)

95%

25%

85%94%

0%

20%

40%

60%

80%

100%

Bab

inda

Bar

tle F

rere

Bel

lend

enK

err

Bes

sie

Poi

nt

Bra

mst

onB

each

Cen

tral

Fish

ery

Falls

Miri

win

ni

Mou

ntai

nV

iew

/O

rchi

d V

alle

y

Nor

ther

n

Sou

ther

n

Mos

sman

Dis

trict

Gol

dsbo

roug

h

Zone

% C

ompl

iant

Sam

ples

* Bessie Point – Infrastructure is currently working on pH rectification through consultancies.

Prospective Actions 1. Bessie Point Short Term. Commence in situ testing (sampler to do on site) and flow Paced Acid Dose Trial. Drier weather increasing water supply from Behana to supplement. 2. Central Install pH Alarm at Henley's Reservoir. All zones: Medium Term (Infrastructure Branch): Commence study on high pH including impacts on users, impacts on infrastructure with a view to fixing the problem at the source

91


Performance Rating:

Variance Report 1. Northern – 92%

Percentage Colour Compliant Samples (Target 98%)

92%

0%

20%

40%

60%

80%

100%B

abin

da

Bar

tle F

rere

Bel

lend

enK

err

Bes

sie

Poi

nt

Bra

mst

onB

each

Cen

tral

Fish

ery

Falls

Miri

win

ni

Mou

ntai

nV

iew

/O

rchi

d V

alle

y

Nor

ther

n

Sou

ther

n

Mos

sman

Dis

trict

Gol

dsbo

roug

h

Zone

% C

ompl

iant

Sam

ples


Performance Rating:

Variance Report 1. Northern – 92%

Percentage Turbidity Compliant Samples (Target 95%)

92%

0%

20%

40%

60%

80%

100%

Bab

inda

Bar

tle F

rere

Bel

lend

enK

err

Bes

sie

Poi

nt

Bra

mst

onB

each

Cen

tral

Fish

ery

Falls

Miri

win

ni

Mou

ntai

nV

iew

/O

rchi

d V

alle

y

Nor

ther

n

Sou

ther

n

Mos

sman

Dis

trict

Gol

dsbo

roug

h

Zone

% C

ompl

iant

Zon

es


Performance Rating:

Variance Report N/A

1. Operating capacity of Treatment Plants

020406080

100

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Februa

ry

March

April

MayJu

ne

2009/10 Financial Year

Perc

enta

ge

Freshw ater Treatment Plant

Whyanbeel Treatment PlantDaintree Treatment Plant

Mossman Treatment Plant


92


Performance Rating:

Variance Report N/A

2. Compliance with Extraction Licence

020406080

100

July

Septem

ber

Novem

ber

Janu

ary

March May

Perc

enta

ge

Freshw ater PercentageBehana PercentageRex Creek PercentageWhyanbeel PercentageDaintree Percentage


Prospective Actions Discussions currently underway to acquire extraction licences which match future and current demands.

Performance Rating:

Variance Report N/A

8. Drinking Water Quality Complaints / 1000 Properties

02468

10

July

Septem

ber

Novem

ber

Janu

ary

March

May


Num

ber o

f C

ompl

aint

s

Number of DWQ Complaints/ 1000 PropertiesTarget


93


Performance Rating:

Variance Report N/A

10. Number of Main Breaks / 100Km of Main

05

101520

July

Septem

ber

Novem

ber

Janu

aryMarc

hMay


Num

ber o

f Bre

aks

Number of Main Breaks / 100km

Target


Performance Rating:

Variance Report N/A

15. Minimum Flow Expectation at Boundary 25L / Minute • Indicator: Minimum flow expectation at boundary • Target: 25 L/min • Reporting Frequency: As requested by customers • Performance Assessment: No requests during this month


Performance Rating:

Variance Report N/A

16. Maximum Water Pressure at Boundary 600KPA • Indicator: Maximum pressure at boundary • Target: 600 KPA • Reporting Frequency: As requested by customers • Performance Assessment: No requests during this month


94


Performance Rating:

Variance Report N/A

17. Minimum Water Pressure Expectation at Boundary 220KPA • Indicator: Minimum pressure at boundary • Target: 220KPA • Reporting Frequency: As requested by customers • Performance Assessment: 38 requests during this month

o 6 low pressure complaints there was no problem found at all. o 10 low pressure complaints were rectified by repairing or replacing water

meter/PRV. o 10 low pressure complaints were caused by the meter or valves being

turned off. o 2 low pressure complaints are still under investigation. o 10 low pressure complaints were caused by a broken main/flushing main. o 0 low pressure complaints were rectified by altering pumps, valves, intake.


95


WATER MAIN BREAK INFORMATION FEBRUARY 2010

96


Operating Budget Assessment: YTD Actual

($) YTD Budget Revised ($)


(where variance is +/- 5%) Revenue 37,766,142 36,898,262 867,880 2.0% FAVOURABLE

Reasons: Nil. • Implications / Actions: Nil.

Expenditure

28,171,661 28,610,770 439,109 2.0% FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

97


ACTIVITY OPERATIONS – WASTEWATER SERVICES - 6539 Mission: To minimise the operational costs of sewerage service delivery while maintaining agreed

service standards Outputs Title Description 1. Treated Wastewater Connection to City Sewer System; Production of a high quality

final effluent 2. Wastewater Services

Infrastructure Operation and 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 (214) • Sewerage mains (1,210km)

3. Sewer Overflow or Blockage Responses

Response time to notified sewer blockages or overflows

4. Wastewater Services Complaint Responses

Response time to complaints received relating to the sewer network or treatment plants

Officer Responsible: Wastewater Services Coordinator


Performance Rating:

Variance Report N/A

Sewer Blockages / 100km of Main

050

100150

July

August

September

October

November

December

Janu

ary

FebruaryMarch April May

June


Num

ber o

f Blo

ckag

es Tar get Number of Sewer Chokes / 100 Km of Main




(enter )

No * (enter X)

1 Develop a ten (10) year cycle for Inflow/Infiltration Inspections

Corporate Goal 10.2.1.

June 2016

98


Performance Rating:

X

Variance Report Variance is due to several failures on the station K rising main

Rising Main Breaks / per 100Km of Main

0

1

2

34

5

6

7

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Febr

uary

March

April

MayJu

ne

Number of Breaks

2009

/201

0 Fi

nanc

ial

Year

Target Number of Main Breaks / 100 Km of Main

Prospective Actions Planning for upgrading of this main is being undertaken via the Infrastructure branch.

Performance Rating:

Variance Report N/A

Response to Priority One Events Within One Hour

92%94%96%98%

100%102%

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Februa

ryMarc

hApri

lMay

June


% M

et

% of Events Met Target


Performance Rating:

Variance Report N/A

Response to Priority One Events Within 5 Hours

92%94%96%98%

100%102%

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Februa

ryMarc

hApri

lMay

June


% M

et

% of Events Met Target


99


Performance Rating:

Variance Report N/A

Odour Complaints / 1000 Properties

02468

July

Sept

emb

Nov

emb

Janu

ary

Mar

ch

May


Num

ber o

f C

ompl

aint

s (Y

Axi

s at

10%

Sca

le)

Target Number of Odour Complaints / 1000 Properties


Performance Rating:

Variance Report N/A

Number of Overflow s per 100Km of Main

020406080

100120

July

Augu

stSe

ptem

ber

Octobe

rNo

vembe

rDe

cem

ber

Janu

ary

Febr

uary

March

April

May

June


Num

ber o

f Ove

rflow

s

Target Number of Overflow s / 100 Km of Main


Performance Rating:

Variance Report . N/A

Wastewater Treatment Plants - Environmental License Compliance July 2009 to June 2010

859095

100105

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Februa

ryMarc

hApri

lMay

June

% C

ompl

ianc

e

Mossman Port Douglas Marlin Coast Northern Southern Edmonton Gordonvale Babinda


100


Performance Rating:

Variance Report This inspection program has been adjusted from an 8 to a 10 year inspection period due to the added kilometres of sewer in the former Douglas shire.

Infiltration Investigation Program (Sewers Inspected)

0.00

200.00

400.00

600.00

800.00

1000.00

1200.00

Jan-0

5

Jan-0

6

Jan-0

7

Jan-0

8

Jan-0

9

Jan-1

0

Jan-1

1

Jan-1

2

Jan-1

3

Jan-1

4

Km

of S

ewer

s

Averaged Metres Inspected Ten Year Period

Prospective Actions


YTD Actual ($)

YTD Budget Revised ($)


(where variance is +/- 5%) Revenue 44,346,934 44,905,573 -558,639 -1.0% UNFAVOURABLE


Expenditure 32,063,729 32,592,098 528,369 2.0% FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

101


ACTIVITY ENGINEERING AND MAINTENANCE - 6534

Mission: To minimise lifecycle costs of assets while maintaining agreed service standards.

Outputs Title Description 1. Reliability and Availability of

assets Ensure reliable operation of Assets

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

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

Officer Responsible: Senior Maintenance Engineer Operations


Actual ($) YTD

Budget Revised

($)



Revenue 2,710,787 2,853,837 -143,051 -5.0% UNFAVOURABLE • Reasons: Internal Revenue is

under budget by $143k, which is primarily made up of Capital Works Internal Revenue. Significant work being done for Operations means less capital project work is undertaken.

• Implications / Actions: Nil. Expenditure 1,800,486 2,470,612 670,127 27.0% FAVOURABLE

• Reasons: Employee Costs, Agency/Temp Staff, Materials and Internal Charges are under budget by $569.5k, $21.5k, $48.8k and $34k respectively. Employee costs are down due to employees costing time to work orders which redirect their costs to Water and Wastewater Operations. There has been minimal requirement to use Agency/Temp Staff yet this year. R&M Materials and Electrical supplies make up most of the variance in materials. These are ad hoc expenditure items and the budgets are linear. Yellow Fleet hire was budgeted for linearly over the year but February is the first month it has been used.

• Implications / Actions: Amendments were made at 3rd budget review.

102


ACTIVITY INFRASTRUCTURE – MANAGEMENT & ADMINISTRATION SUPPORT - 6700

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

Outputs Title Description 1. Performance management for;

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


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

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

Officer Responsible: Manager Infrastructure Operating Budget Assessment: YTD

Actual ($)

YTD Budget Revised

($)

Var ($) Var (%) Variance Report & Prospective Actions (where variance is +/- 5%)

Revenue 1,316,242

1,529,298

-213,056 -14.0% UNFAVOURABLE • Reasons: Budget variation due to the

methodology used in applying Branch overheads. Net effect to Water & Waste is nil as corresponding variance in Water & Waste Operational budget.

• Implications / Actions: Undertake review of methodology for calculation of budget with input from Manager – Infrastructure.

Expenditure 1,315,115

1,715,049

399,933 23.0% FAVOURABLE • Reasons: Budget variation due to the



103


ACTIVITY INFRASTRUCTURE – INFRASTRUCTURE PROJECT DELIVERY - 6701 Mission: Strive to provide effective and efficient capital works project delivery within time and

budget Outputs Title Description 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

Officer Responsible: Executive Engineer, Infrastructure Project Delivery

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

Performance Rating:

Variance Report

• Result Measure (Title): Capital projects delivered to the brief and on time • Result Target: 95% of tender documentation are issued without

error and lead to no consequential claims

80% of Capital Projects meet contracted practical completion date 90% of Capital Works budget achieved within annual reporting period on Budget

• Reporting Frequency: Monthly • Performance Assessment: NB: Dut to land acquisition issues and site relocation the Bellenden Kerr Reservoir has been deferred until the 2010/11 financial year




(enter ) No *

(enter X)

1. Construction of new reservoirs at Fishery Falls, Bellenden Ker, and Bartle Frere

Corporate 4 TMP Sub Plan 19

June 2010 45%

2. Review of feasibility for Copperlode Falls Dam Hydro-power generation

Corporate Goal.1

Dec 2009 100%

3. Contract documentation review and asset implementation

Corporate Goal .6.

June 2010 55%

104



Actual ($) YTD

Budget Revised

($)



Revenue 615,759 1,052,128 -436,369 -41.0% UNFAVOURABLE • Reasons: Budget variation due to

the methodology used in applying Branch overheads. Net effect to Water & Waste is nil as corresponding variance in Water & Waste Operational budget.


Expenditure 615,759 937,838 322,078 34.0% FAVOURABLE • Reasons: Budget variation due to



105


ACTIVITY INFRASTRUCTURE – PLANNING AND DESIGN - 6702 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. Outputs Title Description 1. Water, Wastewater and Waste

Strategic Infrastructure Planning

Strategic and tactical planning for future infrastructure

2. Technical Advice

Technical advice and support including infrastructure performance criteria

3. Infrastructure design services Infrastructure design services 4. Design and technical standards Design and documentation technical standards relating to water,

wastewater, & waste services 5. Development Application

Assessment Advice Tactical advice within IPA framework in respect of Water & Waste activities

6. Demand Management Implementation of demand management initiatives Officer Responsible: Executive Engineer Planning & Design

On Target Operating Initiative Status Relevant

Linkage(s) Due Date Complete

(Enter %) Yes (enter

)

No * (enter X)

1. Implement Stage 1 of the Demand Management Strategy 2009 - 2012

Corporate Goal 4 TMP Sub Plan 12

Jun 2010 10%

2. Implement Fluoridation of drinking water supplies at Freshwater Water Treatment Plant, Behana Creek, Frenchmans Creek, Mossman WTP and Whyanbeel WTP.

Corporate Plan 5.2.2, 5.2.3 TMP Sub Plan 2

Dec 2009 (Tunnel Hill) & Dec 2010

100% (Tunnel

Hill) 20%

(Other sites combined)

3. Complete detailed design for recycled water scheme incorporating Airport, Botanical Gardens and Smithfield Village development

Corporate Goal 4 TMP Sub Plans 10&14

June 2010 12%

106


Performance Rating:

Variance Report

• Result Measure (Title): Technical support provided to customer needs • Result Target: 100% compliance with customer requirements • Reporting Frequency: Monthly • Performance Assessment:

Prospective Actions

Performance Rating:

Variance Report High number of applications persist coupled with backlog created prior to implementing corrective actions in February.

• Result Measure (Title): Timely accurate advice on Development

Applications • Result Target: 90% completed by date, based on less than 10% return from DA • Reporting Frequency: Monthly • Performance Assessment: 78% Completed on time during the month.

Development Approval Turnaround Time

70%

75%

80%

85%

90%

95%

July

Augus

t

Septem

ber

Octobe

r

Novembe

r

Decembe

r

Janu

ary

Februa

ryMarc

hApri

lMay

June

Month 2009/10

% o

f Pro

ject

s M

et

% of Projects M et

Target

Prospective Actions Actions implemented in February 2010 has seen progressive decrease in backlog with good result forecasted for April.

Performance Rating:

Variance Report

• Result Measure (Title): Effectiveness based on achieving consumption

and non revenue water targets as per Demand Management Strategy • Result Target: System losses of less than 250 litres per

connection per day Reporting Frequency: Monthly • Performance Assessment:

Average water loss of 182 litres/connection/day recorded for 2009 Bill period 2. Therefore we are meeting our standards of service.

Prospective Actions

107



Actual ($) YTD

Budget Revised

($)



Revenue 1,317,241 1,718,781 -401,540 -23.0% UNFAVOURABLE • Reasons: Budget variation due

to the methodology used in applying Branch overheads. Net effect to Water & Waste is nil as corresponding variance in Water & Waste Operational budget.


Expenditure 1,317,845 1,583,216 265,370 17.0% FAVOURABLE

• Reasons: Budget variation due to the methodology used in applying Branch overheads. Net effect to Water & Waste is nil as corresponding variance in Water & Waste Operational budget. Implications / Actions: Undertake review of methodology for calculation of budget with input from Manager – Infrastructure.

108


ACTIVITY INFRASTRUCTURE – ASSET MANAGEMENT - 6703 Mission: To have an on demand integrated assets and GIS system, supplying information and

services; timely, accurately and efficiently.

Outputs Title Description 1. Asset Management Plans (AMP)

for Water & Waste Infrastructure

An Asset Management Strategy for Water & Waste Infrastructure, including Asset Management Plans (AMP) the maintenance of fixed asset data for all asset classes. Provide CRW&W input into AMDP.

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

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

4. GIS Support for Water & Waste GIS Technical Support Services to Water & Waste

Officer Responsible: Asset Co-ordinator

Result Measures (Title)

Result Targets Reporting Frequency

Performance Assessment

Performance Rating: ?

Variance Report 1).Implementation of SAM impacting on resource time to deliver AMPs 2) Waste Management Strategy required for Waste Services AMPs

1. Asset Management Plans developed for all asset classes

100% compliance with Project Plan

Monthly Project Plan #1534705 Gantt chart #1534740

Prospective Actions 1).Engage additional resources

for SAM development 2) Level 3 reporting to be

implemented within Waste Services



(enter )

No * (enter X)

1. Develop linkage between Corporate Systems and GIS to reflect age, operational status and maintenance history.

Corporate Goals 4/6

June 2010 92%

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

Corporate Goal 4

June 2010 90%

109


Performance Rating: Variance Report

2. Endorsement & Implementation of Spatial Data Strategy

100% Compliance with implementation plan

Bi-annual

Prospective Actions


3. Capitalisation of Assets

95% All projects due Within 7 days of Asset Acquisition information being supplied

Quarterly Monthly

DM5 #1623564

Prospective Actions


4. GIS support provided to customer needs

Compliance with customer requirements

Monthly 95% of jobs requested completed within timeframe agreed with customer

Prospective Actions


Actual ($) YTD

Budget Revised

($)



Revenue 381,829 529,316 -147,487 -28.0% UNFAVOURABLE • Reasons: Budget variation due to



Expenditure 384,829 509,504 124,674 24.0% FAVOURABLE • Reasons: Budget variation due

to the methodology used in applying Branch overheads. Net effect to Water & Waste is nil as corresponding variance in Water & Waste Operational budget. Implications / Actions: Undertake review of methodology for calculation of budget with input from Manager – Infrastructure.

110


ACTIVITY MAJOR PROJECTS – CLEANER SEAS - 6704

Mission: While utilising our values, we strive to provide effective and efficient delivery of the project within time and on budget

Outputs Title Description 1. Wastewater Treatment Plant

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

Officer Responsible: Wastewater/BNR Project Engineer

Performance Rating:

Variance Report

• Result Measure (Title): Project Delivery Measures • Result Target: Alliance Project Cost $188 Million Final Turn Out Costs $148 million 100% compliance with project milestones Nil unplanned disruptions • Reporting Frequency: Monthly • Performance Assessment:

Prospective Actions


Actual ($)

YTD Budget Revised

($)


Revenue 631,349 1,044,248

-412,899 -40.0% UNFAVOURABLE • Reasons: Budget variation due to the

methodology used in applying Branch overheads. Net effect to Water & Waste is nil as corresponding variance in Water & Waste Operational budget. Implications / Actions: Undertake review of methodology for calculation of budget with input from Manager – Infrastructure.

Expenditure 626,816 850,389 223,574 26.0% FAVOURABLE • Reasons: Budget variation due to the


Implications / Actions: Undertake review of methodology for calculation of budget with input from Manager – Infrastructure.



(enter )

No *

(enter X)

Liquid Stream Commissioning of Northern, Southern, Edmonton, Marlin Coast WWTP

Corporate Goal 1

November 2009

100%

111


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

provide 100% accuracy of data management/reporting and high level of administrative services

Outputs Title Description 1. Performance management for:

- Contract Management - Buy back Shop - Waste Transfer Station

Operations - Landfill Operations - Materials Recovery (MRF)

Environmental Management Administration Support.


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


Ensure Business Excellence principles are applied to processes within Waste & Environment branch

Officer Responsible: Manager Waste & Environment



(enter )

No * (enter X)

1. Review CRC Waste Management Strategy Corporate Plan 4.3.1

August 2009

100% * Variance Report for Initiatives not on target: Council endorsed the Waste Management Strategy 2010-2015 in December 2009. * Prospective Actions for Initiatives not on target: Operating initiative is complete.

112



Performance Rating:

Variance Report 100% compliance.

Contractor Compliance with Contract Requirements

0%

20%

40%

60%

80%

100%


2009/2010

% C

ompl

ianc

e

Actual Compliance Target Compliance

Prospective Actions Continue to monitor.

Performance Rating:


Compliance with DERM Licences

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

100%


2009/2010

% C

ompl

ianc

e




Actual ($) YTD

Budget Revised

($)



Revenue 16,333,427

16,239,806

93,621 1.0% FAVOURABLE • Reasons: N/A • Implications / Actions: N/A

Expenditure 5,178,708 3,644,358 -1,534,350 -42.0% UNFAVOURABLE • Reasons: An income tax

expense of $490k and a dividend expense of $1.14M were incurred this month, due to the positive Operating Position.

• Implications / Actions: N/A

113


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

Outputs Title Description 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 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

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

Contract No. 1396 Treatment of domestic waste

3. Contract No. 75230 Bio-solids Removal, transport and spreading of Council bio-solids waste

Officer Responsible: Waste Contracts Supervisor



(enter )

No * (enter X)

1. Domestic & Council facility Waste Collection contracts renewed

Corporate Plan 4.3.1

May 2010 85%

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

114


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

Variance Report Within target.

Number of Missed ServicesKerbside Waste Collection

020406080

100120140160

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun2009/2010

No.

of M

isse

d Se

rvic

es

Reported Missed Services Justif iable Missed ServicesAllow able Missed Services


Performance Rating:

Variance Report Within target.

Number of Missed ServicesKerbside Recyclable Collection

010203040506070


2009/2010

No.

of M

isse

d Se

rvic

es



Performance Rating:

X

Variance Report March 2010 is above the target.

Number of Missed ServicesCouncil Facilities Collection

0123456789

10


2009/2010

No.

of M

isse

d Se

rvic

es


Prospective Actions Proposal for corrective action to be sought from Contractor at next Contractor performance meeting.

115


Performance Rating:

X

Variance Report Number of overdue requests.

Overdue Service RequestsKerbside Waste Collection

020406080

100120140160180


2009/2010

No.

of O

verd

ue R

eque

sts

New Service Overdue Missed Service Overdue Repair & Replacement Overdue


Performance Rating:

X


Overdue Service RequestsKerbside Recyclable Collection

0

10

20

30

40

50

60

70

80


2009/2010

No.

of

Ove

rdue

Req

uest

s

New Service Overdue Missed Service Overdue Repair & Replacement Overdue


Performance Rating:

X


Overdue Service RequestsCouncil Facilities Collection

0

1

2

3

4

5


2009/2010

No.

of

Ove

rdue

Req

uest

s

New Service Total Request New Service Overdue Missed Service Total Requests


116


Performance Rating:

X

Variance Report Kerbside waste collection complaints are above the target.

Number of Complaints

0123456789

10


2009/2010

No.

of C

ompl

aint

s

Kerbside Waste Collection Kerbside Recyclable CollectionCouncil Facilities Collection Treatment of WasteRemoval of Bio-solids Target - less than 5


Performance Rating: NA

Variance Report NA

12 Monthly Rolling Average % of Waste Diverted from Landfill for the Sita Facility

41% 38% 39% 41%43% 42% 42%

0%

20%

40%

60%

80%

100%


2009/2010

% o

f Was

te D

iver

ted

Actual Waste Diverted 91% of Target (46%)81% of Target (41%) Target (50%)

**February & March data is unable to be reported due to the breakdown at the Sita Environmental Solutions Advanced Resource Recovery Facility causing delays in data reconciliation.


Performance Rating: NA

Variance Report NA

12 Monthly Rolling Average % of Waste Beneficially Reused for the Sita Facility

68% 68% 66% 68% 69% 62% 55%

0%

20%

40%

60%

80%

100%


2008/2009

% o

f Was

te R

euse

d

Actual Waste Diverted 91% of Target (19%)81% of Target (17%) Target (20%)

**February & March data is unable to be reported due to the breakdown at the Sita Environmental Solutions Advanced Resource Recovery Facility causing delays in data reconciliation.


117


Performance Rating:

Variance Report 100% adherence

Contract Compliance with DERM Licences

0%

20%

40%

60%

80%

100%


2009/2010

% C

ompl

ianc

e




YTD Actual

($)

YTD Budget Revised

($)


Revenue 1,211,481

1,785,719

-574,238 -32.0% UNFAVOURABLE • Reasons: Revenue from Kerbside Collection under budget by $371.5k. The majority of this variance is due to:

o $150k for non-residential recycling revenue not realised.

o $86k for overestimate of revenue from Tablelands Regional Council for disposal of waste at Bedminster.

o $45 for accruals carried over from previous financial year.

o $45 for over accrual in March 2010 due to February Accruals being reversed in March, but no revenue or accruals being raised in March due to Bedminster not operating.

Internal Revenue is under budget by $204.4k due to an overestimate of revenue and Bedminster not operating. • Implications / Actions: Budget to be

reviewed for the 2010/11 financial year. Expenditure 9,572,46

510,902,1

02 1,329,63

612.0% FAVOURABLE

• Reasons: Currently under budget in Consultancies by $103.3k, anticipated expenditure coming up. Garbage Collection Services within Materials is $1.21M under budget.

• Implications / Actions: Reconcile all contract payments against invoices and accruals.

118


ACTIVITY WASTE & ENVIRONMENT – BUY BACK SHOP - 4126 Mission: To providing good quality items for resale with a high level of customer service

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

sale

Officer Responsible: Waste Services Supervisor


Performance Rating: X

Variance Report Buy Back Shop is operating at a 11% operating loss YTD.

Buy Back Shop Financial PerformanceOperate at a Profit

020,000

40,00060,00080,000

100,000120,000

140,000160,000


2009/2010

Dol

lar V

alue

($)

YTD Revenue YTD Expense

Prospective Actions Development of long term strategy to increase sales underway.

Performance Rating:

Variance Report Zero complaints received.


0

1

2

3

4

5

6


2009/2010

No.

of C

ompl

aint

s

Buy Back Shop Target - less than 5


119



YTD Actual ($)

YTD Budget Revised

($)



Revenue 120,168 200,191 -80,024 -40.0% UNFAVOURABLE • Reasons: Sale of Recyclable

items below budget by $80k. • Implications / Actions: The

Waste Management strategy lists a short term action to review operation of Buy Back Shop and Pricing Strategy. This action will commence by June 2010.

Expenditure 134,414 146,351 11,937 8.0% FAVOURABLE • Reasons: Employee Costs and

Overtime exceed budget by $4.6k, and $5.9k respectively. Agency/Temp Staff are under budget by $15.8k.

• Implications / Actions: Expenditure to be monitored. Allocation of employee costs & usage of temporary staff were adjusted at 3rd budget review.

120


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

Outputs Title Description 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

Officer Responsible: Waste Services Supervisor



(enter )

No * (enter X)

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.


Sept 2009 0% X

* Variance Report for Initiatives not on target: Variance is due to the implementation of a revised operational strategy. * Prospective Actions for Initiatives not on target: The Contract for the operation of Killaloe Transfer Station expires on 31 August 2010. The Contracts for the operation of Cow Bay, Daintree, and Newell Beach Transfer Stations have expired and are being operated by Agency Staff. A decision will be made regarding the mode of operation of the latter three (3) Transfer Stations upon recruitment of the Waste Operations Coordinator.

121



Performance Rating:

Variance Report Zero complaints received.


0

1

2

3

4

5

6


2009/2010

No. o

f Com

plai

nts

Transfer Stations Target - less than 5



Actual ($) YTD

Budget Revised

($)



Revenue 1,567,677 1,744,351 -176,674 -10.0% UNFAVOURABLE • Reasons: Refuse Tipping Fees

and Internal Revenue are under budget by $214.9k & $122.9k while Sale of Scrap is over budget by $161.2k.

• Implications / Actions: Further analysis to be carried out on Refuse Tipping Fees to determine why under budget. Internal revenue was reallocated to contract management at 3rd review.

Expenditure 3,169,416 3,481,285 311,868 9.0% FAVOURABLE • Reasons: External Services

and Internal Charges are under budget by $221.6k and $194.3k respectively, while Agency/Temp costs are over budget by $100k.

• Implications / Actions: External Services is ad hoc expenditure however, budget is linear. Monitor Agency/Temp staff over coming months.

122


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

closure plans Outputs Title Description 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




(enter )

No * (enter X)

1. Closure and Post Closure Plan for Portsmith Landfill completed & peer reviewed by DERM


December 2009

90% X

2. Site Based Management Plans for Killaloe & Newell Beach landfills revised & Site Development Plans submitted to DERM


March 2010

40% X

* Variance Report for Initiatives not on target: The complexity of the Closure and Post Closure Plan and the need to consider various options has resulted in delays. The revision of Site Based Management Plans has been delayed due to staff constraints. * Prospective Actions for Initiatives not on target: The draft Closure and Post Closure Plan for Portsmith Landfill is currently undergoing a peer review and has been submitted to DERM for its comments. Following feedback from both parties it is anticipated the Plans will be finalised by April / May 2010. Staff have been allocated to the preparation of the Site Based Management Plans and the anticipated completion date is now July 2010.

123



Performance Rating:


Landfills Compliance with DERM License

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

100%


2009/2010

% C

ompl

ianc

e




Actual ($) YTD

Budget Revised

($)



Revenue 933,274 762,250 171,024 22.0% FAVOURABLE • Reasons: Refuse Tipping Fees

are over budget by $171k, due to the delayed closure of the Portsmith Landfill.

• Implications / Actions: Nil Expenditure 889,450 1,562,740 673,290 43.0% FAVOURABLE

• Reasons: External Services and Internal Charges are over budget by $462k and $107.3k respectively. The reduction in YTD expenditure is due to a $1.1M journal transferring expenditure from the Portsmith Landfill expenditure account to the Portsmith Landfill Remediation Provision account.

• Implications / Actions: A full reconciliation of work undertaken and materials purchased at Portsmith Landfill was completed to determine the amount that was transferred to the Provision.

124


ACTIVITY WASTE & ENVIRONMENT – 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. Outputs Title Description 1. Saleable recyclable product Recyclable material sorted into saleable products

Officer Responsible: MRF Supervisor


Performance Rating: X

Variance Report Feedstock contamination levels have been consistently high over the last six months.

YTD % of Contaminated Material Delivered to the MRF

16%16%17% 16%16%16%16%13%11%

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

100%


2009/2010

YTD

% C

onta

min

atio

n

% Contaminated Target - Maximum Acceptable Level

Prospective Actions The Waste Management Strategy incorporates actions to reduce contamination of feedstock; the primary focus of which will be community education



(enter )

No * (enter X)

1. Complete operational efficiency audit of MRF and present recommendations to Council

Corporate Plan 4.3.1 June 2010

35%

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

125


Performance Rating:

X

Variance Report Product sent to market holding steady.

Percentage of Recyclable Product Sent to Market

53%63% 67% 67% 67% 67% 68% 67% 67%

0%

20%

40%

60%

80%

100%


2009/2010

Perc

enta

ge o

f Ton

nes

Expo

rted

% Exported Target

Prospective Actions MRF operational efficiency review is planned to be completed by June 2010..

Performance Rating:

X Variance Report MRF is operating at a 62% operating loss YTD.

Financial Performance of Material Recovery FacilityOperate at a Profit

0200,000400,000600,000800,000

1,000,0001,200,0001,400,0001,600,0001,800,000


2009/2010

Dol

lar V

alue

($)

YTD Revenue YTD Expense

Prospective Actions MRF operational efficiency review will focus on improving efficiencies, raising revenue and reducing costs. The Review is due for completion by the end of the current.


Actual ($)

YTD Budget Revised

($)


Revenue 606,500 729,498 -122,998 -17.0% UNFAVOURABLE • Reasons:

Approximately $40k of product has been sent out to market during the month and payment has not been received as yet. Approx $50k of baled product is in stock waiting to be sent to market.

• Implications / Actions: Commodity market constantly reviewed and buyer’s prices updated monthly.

Expenditure 1,690,865

1,669,839

-21,026 -1.0% UNFAVOURABLE • Reasons: N/A Implications / Actions: N/A

126


ACTIVITY WASTE & ENVIRONMENT – ENVIRONMENTAL MANAGEMENT – 4301 Mission: Ensure that impacts on the environment from Water & Waste’s operations and activities

are identified and minimised Outputs Title Description 1. Water & Waste Environmental

Licence Compliance Reports Environmental Licence compliance reports to the Environmental Protection Agency

2. Water & Waste Environmental Risk Assessment

Risk assessments associated with environmental requirements



Performance Rating:

Variance Report N/A

• Result Measure (No. PINS): Compliance with Environmental Licence • Result Target: No. of PINS issued • Reporting Frequency: Monthly • Performance Assessment:

Compliance with Environmental Licenses 2009/2010

0

1

2

3

4

5

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Febru

ary

March

April

MayJu

ne

Date

Num

ber

Target PIN No. of PINS




(enter )

No * (enter X)

1. Review, revise and commence implementation of Water & Waste’s Environmental Management System

Corporate Plan 4.1 June 2010

55%

X

* Variance Report for Initiatives not on target: The review and revision of the EMS has been delayed due to unexpected staff constraints. * Prospective Actions for Initiatives not on target: A review of the current circumstances will be undertaken by April 2010 to reschedule the EMS timeframe.

127


Performance Rating:

Variance Report N/A

• Result Measure (assessments): Number of Environmental Risk Assessments

Undertaken • Result Target: Visitation to all operating sites once per year • Reporting Frequency: Monthly • Performance Assessment:

Number of Environmental Risk Assessments Undertaken 2009/2010

0.02.04.06.08.0

10.012.014.016.018.0

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Februa

ryMarc

hApri

lMay

June

Date

Num

ber

Target Actual Inspections



YTD Actual ($)

YTD Budget Revised

($)



Revenue 436,704 436,704 0.00 0.0% FAVOURABLE • Reasons: N/A • Implications / Actions: N/A

Expenditure 328,568 460,023 131,455 29.0% FAVOURABLE • Reasons: Employee Costs,

External Services and Consultancy Services are below budget by $33.7k, $35.9k and $54.1k respectively. Employee Costs are down due to a staff member taking an extended period of unpaid leave. External and Consultancy Services budgets are linear and expenditure is on an ad hoc basis.

• Implications / Actions: N/A

Documents

RECOMMENDATION: It is recommended that the monthly …...and legislative requirements. 4 Council Reports Review of reports relating to Business Services branch for submission to General