water & waste committee 14 july 2010...department provision of effective support to enable all...

84

Agenda – Water & Waste Committee 14 July 2010 - #2644618

WATER & WASTE COMMITTEE

14 JULY 2010

9 WATER & WASTE MONTHLY REPORT FOR JUNE 2010 B Gardiner: 1/3/38-01: #2148649 v 13

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

85


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.

86


Officer Responsible General Manager Water & Waste

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

Variance Report Revenue is $3.5m under budget YTD. This is due to Operating Contributions and Donations, Internal Revenue, Fees and Charges and Other Revenue being $1.6m, $2.1m, $547k and $367k under budget, while Net Rates, Interest and Competitive Neutrality are over budget by $725k, $274k and $243k respectively.

• 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

140.00

150.00

160.00

Revenue Expenditure

Mill

ions

Budget Type

Dol

lars YTD Actual

YTD Budget

-2.24% Variance

2.39% Variance

Prospective Actions N/A

87


Performance Rating:

X

Variance Report 23 out of 29 initiatives were met. Initiatives that were not met: 3 in Business Services 1 in Infrastructure 2 in Waste Services

• 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

05

1015202530

Jul-2

009

Aug

-200

9

Sep-

2009

Oct

-200

9

Nov

-200

9

Dec

-200

9

Jan-

2010

Feb-

2010

Mar

-201

0

Apr-

2010

May

-201

0

Jun-

2010

Months in Year

Num

ber o

f Ini

tiativ

es C

ompl

eted

Initiative Met

Initiative Proposed

Prospective Actions Business Service initiatives are expected to be completed by August 2010. Staffing vacancies impacted on results. 1 initiative from Infrastructure will be completed by August. Waste Services initiatives have been included in 10/11 Operational Plan.

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-0

9Oct-

09

Nov-09

Dec-0

9

Jan-1

0

Feb-10

Mar-10

Apr-10

May-10

Jun-1

0

Rolling average

Lost

Tim

e In

jury

Rat

e

Benchmark RateLost Time Injury Rate

Prospective Actions

88


Performance Rating:

Variance Report

• 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

Performance Rating:

Variance Report

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

Departmental Performance • Result Target: Number of overdue requests trending • Reporting Frequency: Monthly

Summary of Overdue Requests

-101030507090

110130150

Jun

Jul

Aug

Sep

Oct

Nov

Dec Jan

Feb

Mar

Apr

May

June

Months in Year

Num

ber o

f Ove

rdue

R

eque

sts

Waste & Environment Wastew aterWater

Prospective Actions

Operating Budget Assessment:

YTD Actual ($)

YTD Budget Revised ($)

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

(where variance is +/- 5%) Revenue 952,041 952,041 0 0 FAVOURABLE

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

Expenditure

15,215,374 17,616,657 2,401,284 14.0 FAVOURABLE • Reasons: Expenditure is $2.4m

below budget due to Tax Expense being $7.3m under budget while Dividend Expense is $4.9m over budget. This variance is a result of the $22m loss on disposal of assets that occurred in May 2010.

• Implications / Actions: Nil.

89


ACTIVITY COMMUNICATION AND 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. Water & Waste and Our Water &

Waste Web Pages Web pages to ensure timely and accurate information for customers

2. Delivery of Education Programs Providing accurate information in relevant curriculum context of cradle-to-cradle operations and outcomes for the regions

• water supply and services • waste & recycling recovery and removal

Officer Responsible Communications & Educations Officer

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

Performance Rating:

Variance Report

1 • 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

June Ju

ly

Augus

t

Septem

ber

Octobe

r

Novembe

r

Decembe

r024681012141618

InstitutionsReached 2008



AdditionalActivities 2008



Prospective Actions

90


Performance Rating:

Variance Report

• 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


YTD Actual ($)

YTD Budget

Revised ($)


(where variance is +/- 5%) Revenue 693,867 707,109 -13,242 -2.0 UNFAVOURABLE


Expenditure 554,743 675,246 120,504 18.0 FAVOURABLE • Reasons: Materials (primarily

Promotional Materials), External Services and Other Services (mainly advertising) are under budget by $11k, $52k and $61k respectively. The budget for these Promotional activities was not fully expended during the 2009 / 2010 financial year. Overtime and Internal Charges are currently over budget by $2k & $2k respectively.

• Implications / Actions:. Expenditure to be monitored in the 2010/11 Financial year and adjusted at 2nd Budget Review if required.

91


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

Operating Budget Assessment: YTD

Actual ($)

YTD Budget Revised

($)

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

Revenue 509,762 509,762 0 0% FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

Expenditure 419,529 463,929 44,401 10% FAVOURABLE • Reasons: Consultancy Services, External

services and Other Services are under budget by $29k, $27k and $9k respectively. Employee Costs are over budget by $24k.

• Implications / Actions: Expenditure to be monitored in the 10/11 financial year and adjusted at 2nd Budget review.

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 100%

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

Corporate Goal 6.3.

June 2010 100%

92


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


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

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

5

7

9

11

13

15

3 Ju

ne20

10

10 J

une

2010

17 J

une

2010

24 J

une

2010

Account Issue Date

Num

ber o

f Day

s fro

m M

eter

R

ead

Target

No of Days




(enter )

No * (enter X)

1. Develop Deployment Flowcharts for business processes

Corporate Goal 6.3.

June 2010 100%

93


Performance Rating: x

Variance Report A total of 274 searches were undertaken during June 2010. ‘6’ settlement reports were outside the required time frame. 2 x Delay by Contractors; 1 x Staff Error & 3 x Weekend/Public Holiday.

• 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 Nil required


Actual ($) YTD

Budget Revised

($)


(where variance is +/- 5%)

Revenue 201,169 237,615 -36,446 -15.0 UNFAVOURABLE • Reasons: Water Meter Reading

Fees (for Special Reads) is under budget by $42k which is offset by Internal Revenue over budget by $5k.

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

Expenditure 1,299,514 1,174,678 -124,837 -11.0 UNFAVOURABLE • Reasons: Employee Costs and

Bad and Doubtful Debts are currently over budget by $37k and $83k respectively. Employee costs is over budget as a result of operational staff charging their time to a Water Billing work order for the repair and/or replacement of water meters.

• Implications / Actions: A review of the water meter repair process is currently being conducted.

94


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

* Variance Report for Initiatives not on target: Staff leave has impacted on the implementation process. Prospective Actions for Initiatives not on target: Business Services Manager and Business Support & Planning Coordinator to recommence process in conjunction with the Finance Department. Operating Budget Assessment: YTD

Actual ($) YTD

Budget Revised

($)



Revenue 410,942 410,942 0 0.0 FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

Expenditure 444,515 458,509 13,993 3.0 FAVOURABLE • Reasons: • Implications / Actions: Nil.



(enter )

No * (enter X)

1. Implement Australian Standard principles on Fraud Prevention

Corporate Goal 6.2.

June 2010 20%

x

95


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

707580859095

100

Jan- 09 Mar

-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

ete

100% w ithin 30 days 85% w ithin 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%

96


Performance Rating:

Variance Report N/A

2. Quality of Results

80859095

100

Jan-

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

ge

Ach

ieve

d% of Analysis Batches w ith acceptable QC (score ≤2) Target

Prospective Actions Nil


Actual ($) YTD

Budget Revised

($)



Revenue 2,247,794 2,171,377 76,417 4.0 FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

Expenditure 2,162,817 2,165,854 3,037 0.0 FAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

97


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.

Officer Responsible: Business Process Officer

* Variance Report for Initiatives not on target: Staff leave has impacted on the implementation process. * Prospective Actions for Initiatives not on target: Business Services Manager and Business Support & Planning Coordinator to recommence process.


Variance Report

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

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

Prospective Actions NA


YTD Actual ($)




Expenditure 80,812 79,248 -1,563 -2.0 UNFAVOURABLE Reasons: Nil Implications / Actions: Nil.



(enter )

No * (enter X)

1. Finalise documentation for Process and Reference Manual ADWQF

Corporate Goal 6.3/6.7.

June 2010 80% x

2. Handover Process and Reference documentation to Operational staff

Corporate Goal 6.3/6.7

June 2010 100%

3. Establish Framework for Internal Controls and Fraud Risk


June 2010 80% x

98


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



Variance Report

• Result Measure (Title): Plumbing Applications Revenue • Result Target: Compliance with budgeted number • Reporting Frequency: Monthly

Plumbing Applications Revenue

-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




(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 100%

3. Establish Revenue Collection process and system for Trade Waste

Corporate Goal 6.3.

June 2010 100%

4. Implementation of Trade Waste Management within Division 10

Corporate Goal 6.7

June 2010 100%

99


Performance Rating:

Variance Report 241 Applications approved in June 2010 – 10 not processed within the 20 day timeframe: 7 applications received requiring further information, fees or plans from the applicant - applicants were notified. 3 applications were with Inspectors awaiting approval.

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

Plumbing Approval Turnaround Time

0

20

40

1 21 41 61 81 101

121

141

161

181

201

221

241

Number of Approvals

# of

Wor

king

Day

sFo

r App

rova

l

Plumbing ApprovalsUpper Control LimitLower Control LimitTarget


Plumbing Approvals - Key Performance Indicators

June 2009 June 2010 Number of Approvals 166 Number of Approvals 241% Apps Processed with 20 days 99% % Apps Processed within 20 days 96%Average Approval Time 6.97 days Average Approval Time 5.74 days Average Time - Lodgement to Entered 2.96 days Average Time - Entered to Approved 4.21 days Approvals over 20 Days 2 Approvals over 20 Days 10Internal Handling Delay % 0% Internal Handling Delay % 30%External Delay % 100% External Delay % 70%* Average time includes external delays ** Days are rounded up, inflating averages

Performance Rating:

Variance Report

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

Number of Plumbing Inspections Undertaken

400500600700800

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


100


Performance Rating:

Variance Report

• Result Measure (Title): Number of monthly Trade Waste Inspections • Result Target: Inspections on anniversary date • Reporting Frequency: Monthly

Number of monthly Trade Waste Inspections

50100150200250300350

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Febr

uary

March

April

MayJu

ne

Months in Year

Num

ber o

f Ins

pect

ions

Target

Actual Inspections



Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)

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

Revenue 1,978,952

2,099,873 -120,922

-6.0 UNFAVOURABLE • Reasons: Plumbing Applications, Trade Waste

Applications, Trade Waste Search Fees and Internal Revenue are under budget by $39k, $12k, $16k and $52k. Plumbing applications fluctuate monthly. 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 1,550,30

91,570,191 19,882 1.0 FAVOURABLE


101


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

102


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

103


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

104


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

1.1 Operating Revenue for June of $9.96m is less than the budgeted monthly amount of $10.58m, leaving a negative variance of $621k or 6%. Operating Revenue year to date is $125.62m compared to a budget of $128.14m, leaving a negative variance of $2.51m or 2%.

1.2 Fees and Charges for June of $282k is less than the budgeted monthly amount of $327k, leaving a

negative variance of $45k or 14%. Fees and Charges year to date is $3.73m compared to a budget of $4.11m, leaving a negative variance of $374k or 9%. Plumbing Approvals, Water Meter Reading Fees, Trade Waste Applications, Sale of Water from Hydrants and Water Connection Fees continue to fall short of budget by $39k, $42k, $12k, $136k and $114k respectively, predominantly as a result of the decline in local economic activity.

1.3 Interest for June of $59k is more than the budgeted monthly amount of $17k, leaving a positive

variance of $42k or 246%. Interest year to date is $646k compared to a budget of $438k, leaving a positive variance of $207k or 47%. Interest is calculated at 11% of unpaid rates revenue.

1.4 Other Revenue for June of $48k is less than budgeted revenue of $72k, leaving a negative

variance of $23k or 32%. Other Revenue year to date is $654k compared to a budget of $802k, leaving a negative variance of $148k or 18%. This is primarily due to less than anticipated private works. These works are ad hoc based on customer demand and can fluctuate significantly month to month.

1.5 Operating Contributions for June of negative $10k is less than the budgeted amount of $445k,

leaving a negative variance of $456k or 102%. Operating Contributions year to date of $3.69m is less than the budget of $5.37m, leaving a negative variance of $1.67m or 31%. Operating Contributions are received from Property Developers for the underground water and waste infrastructure in new sub division works. The shortfall in Operating Contributions is due to the decline in local economic activity and the subsequent effect on the property development market.

2.0 Expenditure by Type

2.1 Operating Expenditure for June of $9.27m is less than the budgeted monthly amount of $10.49m, leaving a positive variance of $1.22m or 12%. Year to date Operating Expenditure is $117.29m compared to a budget of $119.84m, leaving a positive variance of $2.55m or 2%.

2.2 Employee Costs for June of $1.73m is more than the budgeted amount of $1.55m, leaving a

negative variance of $175k or 11%. Year to Date Employee Costs is $19.27m compared to a budget of $19.60m, leaving a positive variance of $331k or 2%.

2.3 Overtime costs for June of $154k is more than the budgeted amount of $131k, leaving a negative

variance of $23k or 18%. Overtime costs year to date of $1.56m is more than budgeted amount of $1.51m, leaving a negative variance of $52k or 3%. This is primarily due to overtime required at the Water and Wastewater Treatment Plants from January to April 2010 associated with after hours callouts and reticulation system breakdowns.

2.4 Agency / Temp Staff Costs for June of $220k is more than the budgeted amount of $118k, leaving

a negative variance of $101k or 85%. Agency / Temp Staff year to date is $1.56m compared to a budget of $1.45m, leaving a negative variance of $78k or 5%. This overrun is primarily in Water and Wastewater Treatment associated with meeting operational service and maintenance levels.

105


2.5 External Services for June of $734k is more than the budgeted monthly amount of $540k, leaving a negative variance of $194k or 36%. External Services year to date is $4.59m compared to a budget of $4.05m, leaving a negative variance of $533k or 13%. Repair & Maintenance Services, Landscaping Services and External Hire – Plant and Equipment Hire associated with the Wastewater Treatment Plants have exceeded budget by $402k, $41k and $73k respectively.

2.6 Consultancy Services for June of $4k is less than the budgeted monthly amount of $40k,

leaving a positive variance of $35k or 89%. Consultancy services year to date amount to $163k compared to a budget of $472k, leaving a positive variance of $309k or 65%. Consultancy services budget is linear, however expenditure occurs on an ad hoc basis. It is unlikely that the Consultancy budget will be fully expended this financial year.

2.7 Other Services for June of $367k is less than the budgeted monthly amount of $532k, leaving

a positive variance of $164k or 31%. Other Services year to date is $4.71m compared to a budget of $5.56m, leaving a positive variance of $845k or 15%. Anticipated electricity costs for the upgraded Waste Water Treatment Plants are not yet being realised and are currently $315k under budget. Private works expenditure is $208k under budget, which correlates with Private Works Revenue which is currently under budget due to the ad hoc nature of the work. Insurance Premiums is under budget by $216k as a result of a contractual arrangement with the Insurance provider for the Cleaner Seas project whereby 90 days of free insurance coverage was provided for the project. Advertising-Print and Telecommunication Charges are under budget by $51k and $28k respectively.

2.8 Depreciation and Amortisation expense for June of $2.51m is less than the budgeted monthly

amount of $3.13m, leaving a positive variance of $615k or 20%. Depreciation and Amortisation year to date is $31.42m compared to a budget of $29.76m, leaving a negative variance of $1.65m or 6%. The Cleaner Seas capitalisation was processed during the month of May 2010 for assets completed up until 30 April 2010 and depreciation exceeded the amount budgeted for during the 3rd Budget review as a result of the complexity of the project and assets capitalised.

2.9 Bad and Doubtful Debts for June 2010 is $87k compared to a budget of $7k, leaving a

negative variance of $78k or 914%. Bad and Doubtful Debts year to date of $212k is more than the budgeted amount of $129k, leaving a negative variance of $83k or 64%. This overrun relates to a 50% subsidy on water consumption offered to residents who identify water leakages and expenditure is based on consumer demand.

3.0 Operating Capability Before Tax, Dividend and Capital Items For the month of June the Net Operating Gain before tax & dividend of $418k is less than the budgeted amount of $1.11m, leaving a negative variance of $692K or 62%. The Net Operating Gain before tax & dividend year to date of $22.50m is less than budget expectations of $24.89m, leaving a negative variance of $2.38m or 10%. WASTE MANAGEMENT 4.0 Sources of Revenue

4.1 Operating Revenue for June of $2.08m is less than the budgeted monthly amount of $2.32m, leaving a negative variance of $237k or 10%. Operating Revenue year to date is $27.82m compared to a budget of $28.82m, leaving a negative variance of $998k or 3%.

4.2 Fees and Charges year to date is $3.21m compared to a budget of $3.38m, leaving a negative

variance of $172k or 5%. This is primarily due to the Sale of Recyclables from the Materials Recovery Facility and Refuse Tipping Fees being $136k and $30k under budget respectively.

4.3 Year to date interest is $174k compared to a budget of $107k, leaving a positive variance of

$67k or 63%. Interest is calculated on unpaid access and consumption rates.

106


4.4 Other Revenue year to date is $940k compared to a budget of $1.15m, leaving a negative

variance of $219k or 19%. Kerbside Collection is less than budget by $390k year to date, primarily due to the budgeting of Non-Residential Recycling Revenue and collection revenue from Tableland Regional Council in relation to the Garbage Collection contract which will not be received while the Bedminster is not in operation. This is offset by Sale of Scrap and Surplus Small Plant which has exceeded budget by $156k.

5.0 Expenditure by Type

5.1 Operating Expenditure for June of $2.08m is less than the budgeted monthly amount of $2.48m, leaving a negative variance of $399k or 16%. Operating Expenditure year to date is $27.82m compared to a budget of $28.82m, leaving a positive variance of $998k or 3%.

5.2 Materials for June of $50k are more than the budgeted monthly amount of $30k, leaving a

negative variance of $20k or 67%. Materials year to date is $242k compared to a budget of $426k, leaving a positive variance of $183k or 43%. Repairs and Maintenance Materials, Fuel, Other Equipment and Supplies and Fuel are under budget by $140k, $22k and $18k respectively for the year due to the ad hoc nature of the expenditure.

5.3 External Services for June of $1.13m is more than the budgeted monthly amount of $1.02m,

leaving a negative variance of $111k or 11%. External Services year to date is $14.41m compared to a budget of $16.03m, leaving a positive variance of $1.62m or 10%. Garbage Collection Services is $1.24m under budget year to date primarily due to the temporary closure of the Bedminster. External Hire of Plant & Equipment, Landscaping Services, Other Services, Renting and Leasing Services and Environmental Monitoring Services are under budget by $96k, $89k, $93k, $59k, $28k respectively.

5.4 Consultancy Services for June are $21k compared to a budgeted monthly amount of $54k,

leaving a positive variance of $33k or 61%. Consultancy Services year to date is $86k compared to a budget of $261k, leaving a positive variance of $175k or 67%.

5.5 Depreciation and Amortisation Expenses is $101k for the month compared to a budget of

$189k, leaving a positive variance of $88k or 47%. Depreciation and Amortisation Expenses year to date is $1.83m compared to a budget amount of $903k, leaving a negative variance of $930k or 103%. This variance relates to the capitalisation of the Killaloe landfill provision in April 2010 and a shortfall between the actual depreciation backdated to 15 March 2008 and the budgeted amount.

6.0 Operating Capability Before Tax, Dividend and Capital Items The Net Operating Gain before tax and dividend year to date of $2.89m is more than budgeted gain of $2.66m, leaving a positive variance of $228k or 9%.

107


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

Fees & Charges Outstanding

-600

-400

-200

-

200

Thou

sand

s

Private Works -2,884 -10,736 -16,643 -418,625

General Debtors 164,342 69,574 895 5,654

Laboratory Testing Fees 91,459 11,977 3,993 595

Trade Waste Charges 22,808 10,316 3,735 22,180

Waste Charges 23,486 14,373 673 7,008

Current 30 Days 60 Days 90 Days +

Rates Outstanding

-

1,000

2,000

3,000

4,000

Thou

sand

s

Water Access - - 1,054,050

Sew erage Access - - 3,063,323

Cleaner Seas Lev y - - 528,279

Cleansing Charges - - 1,326,496

Current Ov erdue Arrears

Water Usage Charges Outstanding

-

200

400

600

800

1,000

1,200

1,400

Thou

sand

s

Water Usage Charges 947,325 389,451 136,122 63,179 1,209,792

Current 30 Days 60 Days 90 Days 90 + Days

108


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 10,752,642 11,649,941 12,926,045 13,862,834 15,817,025 16,865,951 20,095,630 21,974,107 23,509,456 26,888,041

YTD Actuals -323,780 774,935 1,694,321 4,801,677 6,246,219 7,830,621 8,760,005 10,602,650 12,395,644 14,681,694 16,158,494 17,262,468

YTD Budget 2,144,706 4,289,411 6,699,117 9,108,823 11,518,528 13,928,234 16,337,940 18,747,645 21,157,351 22,076,083 22,994,815 23,913,547

CleanerSeas YTD Actuals + Committals 43,691,617 43,775,905 45,911,661 46,232,370 46,280,124 46,431,778 46,549,739 46,602,293 46,745,133 46,965,576 47,377,988 49,202,069

CleanerSeas YTD Actuals 92,567 5,372,467 9,406,926 14,089,034 17,193,639 20,112,486 22,461,165 24,116,775 26,036,260 27,510,842 29,069,262 39,225,698

CleanerSeas YTD Budget 5,077,923 10,155,846 15,233,768 20,311,691 25,389,614 30,467,537 35,545,459 40,623,382 45,701,305 47,529,539 49,357,773 51,186,007

July $ August $ September $ October $ November $ December $ January $ February $ M arch $ April $ M ay $ 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 3rd budget review was adopted on 21 April 2010 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 3rd Review Budget 2009/10

YTD Budget YTD Expenditure Actuals

(I)

Committals (J) YTD Actual Expenditure

+ Committals

($)

Variance $ (on YTD

Budget)

Var % Variance Report & Prospective Actions (where variance is +/- 10%)

Cleaner Seas –

Wastewater Treatment

Plant Upgrades

51,186,007 51,186,007 39,225,698 9,976,371 49,202,069 1,983,938 4% ‘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.

Consultancy, Design and

Construction of Fluoride

Project (PCW09302)

1,500,000 1,500,000 1,619,011 2,762,600 4,381,611 -2,881,611

-192% Freshwater Treatment Plant Fluoride Dosing System complete and handed over to operations staff. D&C for Mossman, Whyanbeel and Babinda Fluoride Dosing Systems is due to be awarded.

Upgrade Pump

Station K (PCS7356)

1,500,000 1,500,000 1,358,816 94,343 1,453,159 46,841 3% Construction work and interfaces ongoing.

109


Rising Main

K Evaluation

(PCS09616)

550,195 550,195 53,428 43,084 96,512 453,683 82% Design consultancy awarded to SKM Pty Ltd. Preliminary Design underway. Materials were to be purchased prior to finalisation of design but due to changes in the construction method proposed, this is no longer possible. Project will extend into next financial year, which explains the variance.

Bartle Frere Reservoir - Constructio

n (PCW08802

)

1,281,000 1,281,000 903,529 242,434 1,145,963 135,037 11% Contract awarded to J&P Moore Investments Pty Ltd. Major construction works now complete. Painting and Final Fit out underway.

Bellenden Ker

Reservoir - Constructio

n (PCW08803

)

524,780 524,780 95,736 977,588 1,073,324 -548,544 -105% Contract awarded to J&P Moore Investments Pty Ltd. Investigations into new site and easements conditions ongoing. Project will extend into next financial year, which explains the variance.

Fishery Falls

Reservoir -Constructio

n (PCW08801

)

1,276,000 1,276,000 992,915 369,743 1,362,658 -86,658 -7% Contract awarded to J&P Moore Investments Pty Ltd. Major construction works now complete. Painting and Final Fit out underway.

Water Meter Installation Program

535,648 535,648 375,267 27,725 402,992 132,656 25% Contract awarded to Skilltech Consulting services Pty Ltd and are approx 85% complete

Water Meter Installation Program - Babinda

330,000 330,000 659,740 0 659,740 -329,740 -100% Operations have Completed

Construct University Reservoir inlet main

ND600 (PCW09513

)

952,686 952,686 920,686 0 920,686 32,000 3% Works completed and handed over to operations staff

Design and Constructio

n of Mulgrave

River Aquifer Stage 1

(PCW51310)

330,000 330,000 367,227 866,962 1,234,189 -904,189 -274% Design consultancy awarded to GHD Pty Ltd. Consultancy to extend into next financial year, which explains variance.

Stage 2 SPS CB1 Upgrade

(PCS09415)

150,000 150,000 53,228 853,383 906,610 -756,610 -504% Contract awarded to J&P Moore Investments Pty Ltd. Construction has commenced. Project will extend into next financial year, which explains the variance.

Stage 2 SPS RL1

(PCS09414)

657,000 657,000 596,842 155,640 752,482 -95,482 -15% Contract awarded to CEC. Major construction complete

Sewer Relining

08/09 (PCS09401)

671,157 671,157 670,413 0 670,413 744 0% Design Complete. Pipe materials purchased. Construction delayed due to land acquisition

450mm Gravity

Trunk Main Redlynch

(PCS08513)

580,348 580,348 582,642 4,911 587,553 -7,205 -1% Completed.

110


Design Recycled

Water Systems for Smithfield

Village, Yorkeys

Knob and Paradise

Palms (PCW09317

)

540,000 540,000 384,003 543,164 927,166 -387,166 -72% Design consultancy awarded to SKM Pty Ltd. Consultancy will extend into next financial year, which explains variance.

UF Cartridge

Replacement Filters for Mossman, Daintree

and Whyanbeel

WTPs (PCW10103

)

500,000 500,000 42,647 762,988 805,635 -305,635 -61% Obtaining a revised quote to purchase 2 cartridge filters at this stage.

UPG SPS Port

Douglas (PCS10425)

450,000 450,000 128,213 395,962 524,175 -74,175 -16%

Mossman STP

Upgrade (PCS08906)

300,000 300,000 57,349 835,086 892,435 -592,435 -197% Contract awarded to Aquatec Maxcon. Contract commission will extend into next financial year, which explains the variance.

111


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


Ensure Business Excellence principles are applied to processes within Operations branch

Officer Responsible: Operations Manager


Actual ($) YTD

Budget Revised

($)



Revenue 371,865 308,897 62,968 20.3 FAVOURABLE • Reasons: Rental & Leases are over

budget by $24k. Internal Revenue - Capital Works is under budget by $60k. In SCADA the Internal Revenue is above budget by $98k.

• Implications / Actions: Nil. Expenditure 1,189,988 1,186,765 -3,223 0.0 UNFAVOURABLE

• Reasons: • Implications / Actions: Nil

112


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 87.50% Fitter & Electricians 90.63% Tunnel Hill 100% Water Reticulation 98.57% Treatment Plants 83.33% 2.Business Services 91.49% 3.Infrastructure 100% 4.Waste 72.73% MRF 100% Hazard Inspections for Water & Waste 65.38% Total Water & Waste MAPS for 2009/2010 (Combined Toolbox Talks & Hazard Inspections)

84.29% Operating Budget Assessment:

YTD Actual ($)

YTD Budget

Revised ($)


Revenue 334,290 333,580 710 0.0 FAVOURABLE • Reasons: Nil.

Implications / Actions: Nil. Expenditure 304,678 322,666 17,988 6.0 FAVOURABLE

• Reasons: Employee Costs are over budget by $13k while Materials, Travel Expenses, Other Services, Internal Charges and External Services are under budget by $10k, $4k, $10k, $4k and $3k respectively

• Implications / Actions: Expenditure to be monitored in 2010 / 11 financial year.

113


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

114


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 – 94% 4. Southern – 96% 5. Mossman – 70%

Percentage Compliant pH Samples (Target 98%)

0%

96%

70%

94%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

115



Variance Report 1. Fishery Falls – 67%

Percentage Colour Compliant Samples (Target 98%)

67%

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

Prospective Actions Problem spots at the end of dead end lines. Installation of dedicated flushing points to be looked at.


Variance Report 2. Fishery Falls – 67%

Percentage Turbidity Compliant Samples (Target 95%)

67%

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

Prospective Actions Problem spots at the end of dead end lines. Installation of dedicated flushing points to be looked at.

Performance Rating:

Variance Report N/A

2. Compliance with Extraction Licence

020406080

100

July

Septem

ber

Novembe

r

Janu

aryMarc

hMay

Per

cent

age

Freshw ater PercentageBehana PercentageRex Creek PercentageWhyanbeel PercentageDaintree Percentage

2009/10 Financial Year


116


Performance Rating:

Variance Report N/A

8. Drinking Water Quality Complaints / 1000 Properties

02468

10

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decembe

r

Janu

ary

Febru

ary

March

April

MayJu

ne


Num

ber o

f Co

mpl

aint

s

Number of DWQ Complaints/ 1000 PropertiesTarget


Performance Rating:

Variance Report N/A

10. Number of Main Breaks / 100Km of Main

05

101520

July

Septem

ber

Novembe

r

Janu

ary

March

May


Num

ber o

f Bre

aks

Number of Main Breaks / 100km

Target


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: 58 requests during this month

o 25 low pressure complaints there was no problem found at all. o 4 low pressure complaints were rectified by repairing or replacing water

meter/PRV. o 6 low pressure complaints were caused by the meter or valves being turned off. o 9 low pressure complaints are still under investigation. o 7 low pressure complaints were caused by a broken main/flushing main. o 7 low pressure complaints were rectified by altering pumps, valves, intake.



YTD Actual ($) YTD Budget Revised ($)


(where variance is +/- 5%) Revenue 49,395,176 48,908,126 487,050 1.0 FAVOURABLE

Reasons: Nil. • Implications / Actions: Nil.

Expenditure 38,236,340 38,096,280 -140,061 0.0 UNFAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

117


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

Sep...

Nov...

Janu

aryMarch May


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

118


Performance Rating:

X

Variance Report Variance is due to recent breaks on rising mains in Reed Road and Redden Street

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 Reed Road and Redden Street rising mains have been upgraded in May/June 2010.

Performance Rating:

Variance Report N/A

Response to Priority One Events Within One Hour

92%94%96%98%100%102%

July

Augu

st

Sept

em

Oct

ober

Nov

emb

Dec

emb

Janu

ary

Febr

uar

Mar

ch

April

May

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

Augu

stSe

ptem

ber

Oct

ober

Nov

embe

rD

ecem

ber

Janu

ary

Febr

uary

Mar

ch

April

May

June


% M

et

% of Events Met Target


119


Performance Rating:

Variance Report N/A

Odour Complaints / 1000 Properties

02468

July

Septem

ber

Novem

ber

Janu

ary

March

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

050

100150

July

Augu

stSe

ptem

ber

Octobe

rNo

vem

ber

Dece

mbe

rJa

nuar

yFe

brua

ryM

arch

April

May

June


Num

ber o

f Ove

rflow

s

Target Number of Overflow s / 100 Km of Main





(where variance is +/- 5%) Revenue 58,968,244 59,914,796 -946,551 -2.0 UNFAVOURABLE

• Reasons: Internal Revenue and Operating Contributions and Donations are under budget by $329k and $845k respectively. Sewerage Rates and Interest are above budget by $75k and $147k respectively.

• Implications / Actions: Nil. Expenditure 47,543,346 45,661,705 -1,881,641 -4.0 UNFAVOURABLE

• Reasons: Expenditure for the Cleaner Seas Treatment Plant upgrades was capitalised during the month of May 2010 for assets constructed to 30 April 2010. Depreciation Expense exceeds budget by $1.5m YTD. Employee Costs, Other Services and Repairs & Maintenance Services are over budget by $287k, $233k & $368k respectively.


120


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 3,632,387 3,797,734 -165,347 -4.0 UNFAVOURABLE • Reasons: Nil. • Implications / Actions: Nil.

Expenditure 2,510,577 2,913,849 403,272 14.0 FAVOURABLE

• Reasons: Employee Costs are under budget by $438k due to employees costing time to work orders which redirect their costs to Water and Wastewater Operations. Materials are over budget by $42k and Internal Charges are under budget by $38k.

• Implications / Actions: Nil

121


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


YTD Actual ($)



Revenue 1,645,211 1,966,152 -320,941 -16.0 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 1,645,211 2,136,849 491,639 23.0 FAVOURABLE • Reasons: Budget variation due to the



122


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: Capital Works expenditure within 80% of YTD

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

Nil


YTD Actual ($)



Revenue 839,195 1,413,208 -574,013 -41.0 UNFAVOURABLE • Reasons: Budget variation due to the





(enter ) No *

(enter X)

1. Construction of new reservoirs at Fishery Falls

Corporate 4 TMP Sub Plan 19

June 2010 100%

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

Corporate Goal.1

March 2010 100%

3. Contract documentation review Corporate Goal .6.

June 2010 100%

123


YTD Actual

($) YTD Budget Revised ($)


Expenditure 832,089 1,171,888 339,799 29.0 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.


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. Development Application Assessment Advice

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

3. Demand Management Implementation of demand management initiatives

Officer Responsible: Executive Engineer Planning & Design



(enter )

No *

(enter X)

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

Corporate Goal 4 TMP Sub Plan 12

Jun 2010 100%

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 concept design for recycled water scheme incorporating Botanical Gardens and Smithfield Village development

Corporate Goal 4 TMP Sub Plans 10&14

June 2010 100%

124


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 86% Completed on time during the month.

Development Approval Turnaround Time

60%65%

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 Feb 2010 has seen progressive decrease in backlog with good result forecasted for May. Improvements to the efficiency of processing Development Applications though the Connecting Teams initiative expected result in further improvements to the figures.

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


Actual ($)




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 1,965,643 2,139,801 174,158 8.0 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.

125


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).Water Services and Treatment Services required 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).Coordinator appointed for

Treatment & Operations resources made available

2) AMDP resources to be used 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 95% x

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

Corporate Goal 4

June 2010 100%

Initiative No. 1 – Corporate Software vendor changes required to be completed to allow completion of this initiative

126


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 598,359 709,364 -111,005 -16.0 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 598,359 726,188 127,830 18.0 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.

127


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 739,964 1,376,120 -636,156 -46.0 UNFAVOURABLE • Reasons: Budget variation due to the





(enter )

No * (enter X)

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

Corporate Goal 1

November 2009

Northern 70%, Southern 50%, Edmonton 90%,

Marlin Coast 99%

128


Expenditure 739,964 1,285,618 545,654 42.0 FAVOURABLE • Reasons: Budget variation due to the



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

On Target Operating Initiative Status Relevant

Linkage(s) Due Date Complete

(Enter %) Yes (enter

)

No * (enter X)

1. Review CRC Waste Management Strategy Corporate Plan 4.3.1

August 2009

100%

129



Performance Rating:

Variance Report 100% compliance.

Contractor Compliance with Contract Requirements

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

100%

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

2009/2010

% C

ompl

ianc

e

Actual Compliance Target Compliance

Prospective Actions Continue to monitor.


YTD Actual ($)



(where variance is +/- 5%) Revenue 21,859,576 21,772,142 87,435 0.4 FAVOURABLE

• Reasons: NA • Implications / Actions: NA

Expenditure 6,370,277 6,128,676 -241,601 -4.0 UNFAVOURABLE • Reasons: NA • Implications / Actions: NA

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

130


Officer Responsible: Waste Contracts Supervisor


Variance Report Within target.

Number of Missed ServicesKerbside Waste Collection

0

20

40

60

80

100

120

140

160

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:


Number of Missed ServicesKerbside Recyclable Collection

0

10

20

30

40

50

60

70


2009/2010

No.

of M

isse

d Se

rvic

es





(enter )

No * (enter X)

1. Domestic & Council facility Waste Collection contracts renewed

Corporate Plan 4.3.1

June 2010 100%

131


Performance Rating:


Number of Missed ServicesCouncil Facilities Collection

0123456789

10


2009/2010

No.

of M

isse

d Se

rvic

es



Performance Rating: X

Variance Report Most service requests are being actioned on time but are reported as overdue as they are not immediately being marked as complete in CRM by Council’s contractor.

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

Prospective Actions Appropriate use of CRM by Contractor is being reviewed to rectify the issue.



Overdue Service RequestsKerbside Recyclable Collection

010

2030

4050

6070

80


2009/2010

No.

of

Ove

rdue

Req

uest

s

New Service Overdue Missed Service Overdue Repair & Replacement Overdue


132




Overdue Service RequestsCouncil Facilities Collection

0

1

2

3

4

5


2009/2010

No.

of

Ove

rdue

R

eque

sts

New Service Total Request New Service Overdue Missed Service Total Requests


Performance Rating:


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, April, May & June data is unable to be reported due to the breakdown at the Sita Environmental Solutions Advanced Resource Recovery Facility causing delays in data reconciliation.


133


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, April, May & June 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:

Variance Report 100% compliance.

Compliance with DERM Licences

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

100%


2009/2010

% C

ompl

ianc

e

Actual Compliance Target Compliance






• Reasons: Revenue from Kerbside Collection is under budget by $376k. This is primarily due to the collection of revenue from Tablelands Regional Council in relation to the Garbage Collection contract which will not be received while the Bedminster is not in operation. Internal Revenue and Revenue from Sale of Recyclables are under budget by $537k & $55k respectively.

• Implications / Actions: Budget has been adjusted for the 2010/11 financial year.

134


Expenditure 12,009,453 13,310,866 1,301,413 10.0 FAVOURABLE

• Reasons: Garbage Collection Services within External Services is $1.2m under budget primarily due to the breakdown of Bedminster. Consultancies is under budget by $50k while Agency/Temp Staff is over budget by $29k.

• Implications / Actions: Continue to monitor the expenses from Bedminster.

135


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



Variance Report Buy Back Shop is operating at a 16% operating loss YTD.

Buy Back Shop Financial PerformanceOperate at a Profit

0

50,000

100,000

150,000

200,000


2009/2010

Dol

lar V

alue

($)

YTD Revenue YTD Expense

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


YTD Actual ($)

YTD Budget

Revised ($)




Expenditure 190,082 176,267 -13,815 -8.0 UNFAVOURABLE • Reasons: Employee Costs and

Agency Staff exceeded budget by $5k & $10k respectively while Materials are under budget by $3k.

• Implications / Actions: Expenditure to be monitored. Allocation of employee costs & usage of temporary staff were adjusted at 3rd budget review and for 2010/11 Original Budget.

136


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


YTD Actual ($)

YTD Budget Revised

($)



Revenue 2,165,595 2,201,183 -35,587 -2.0 UNFAVOURABLE • Reasons: NA • Implications / Actions: NA

Expenditure 4,175,472 4,768,581 593,108 12.0 FAVOURABLE Reasons: External Services, Internal Charges and Materials are under budget by $301k, $347k and $42k respectively, while Agency/Temp costs are over budget by $95k. Agency staff are used to cover weekends as well as Annual Leave. Implications / Actions: External Services is ad hoc expenditure however, budget is linear. Monitor Agency/Temp staff in 10/11 and adjust if required at 2nd Budget review.



(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.

Corporate Plan 4.3.1

September 2010

100%

137


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



YTD Actual ($)

YTD Budget Revised

($)




Expenditure 2,321,058 1,603,017 -718,041 -45.0 UNFAVOURABLE • Reasons: The increase in expenditure

is due to a $1.5m depreciation expense for the Killaloe Landfill which has now been capitalised. This asset was previously not on the asset register and a depreciation adjustment for prior years had to be made. Internal Charges is also over budget by $112k. This is offset by Materials, Consultancy Services and External Services which are under budget by $120k, $54k and $135k respectively.

• Implications / Actions: Expenditure to be monitored in the 2010/11 financial year.



(enter )

No * (enter X)

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

Corporate Plan 4.3.1 May 2010

95% X

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

Corporate Plan 4.3.1 July 2010

75% X

* Variance Report for Initiatives not on target: The complexity of the projects has resulted in delays. * Prospective Actions for Initiatives not on target: The project timelines have been revised as presented in the 2010/11 Operational Plan.

138


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



Variance Report Feedstock contamination levels are moving towards an acceptable level.

YTD % of Contaminated Material Delivered to the MRF

13%16%16%17% 14%16%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

60%

X

* Variance Report for Initiatives not on target: Work is underway to improve the operational efficiency through better asset management and maintenance, as well as process and business improvements. * Prospective Actions for Initiatives not on target: Implementation of the Waste Management Strategy will result in outputs as presented in the 2010/11 Operational Plan.

139


Performance Rating:

X

Variance Report Reduction in percentage of product being sent to the market.

Percentage of Recyclable Product Sent to Market

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

62%

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

100%


2009/2010

Perc

enta

ge o

f Ton

nes

Expo

rted

% Exported Target

Prospective Actions Implementation of the Waste Management Strategy will result in outputs as presented in the 2010/11 Operational Plan.

Performance Rating:

X Variance Report MRF is operating at a 59% operating loss YTD.

Financial Performance of Material Recovery FacilityOperate at a Profit

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000


2009/2010

Dol

lar V

alue

($)

YTD Revenue YTD Expense

Prospective Actions Implementation of the Waste Management Strategy will result in outputs as presented in the 2010/11 Operational Plan.


YTD Actual ($)

YTD Budget

Revised ($)



• Reasons: Sale of Recyclables is under budget by $79k YTD.

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

Expenditure 2,278,345 2,230,686 -47,659 -2.0 FAVOURABLE • Reasons: NA • Implications / Actions: NA

140


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 Department of Environmental Resources Management

2. Coordination of incident scenario(s)

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



Performance Rating:

Variance Report NA

• Result Measure (No. PINS): Non-Compliance with Environmental Licence • Result Target: Nil penalty infringement Notices from DERM • Reporting Frequency: Monthly • Performance Assessment:

Non-Compliance with Environmental Licence

0

1

2

July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Februa

ryMarc

hApri

lMay

June

Months in Year

Num

ber o

f PIN

S Is

sued Number of PINS

IssuedTarget PIN




(enter )

No * (enter X)

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

Corporate Plan 4.1 & General Policy 1:04:43

December 2010

60%

141


Performance Rating:

X

Variance Report Quarterly Incident Scenarios not held since September 2009.

• 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 The Environmental Management Unit is currently coordinating incident debriefs which fulfils the same role as incident scenarios.


YTD Actual ($)

YTD Budget

Revised ($)


(where variance is +/- 5%) Revenue 582,272 582,272 0 0.0 FAVOURABLE


Expenditure 479,254 604,140 124,887 21.0 FAVOURABLE • Reasons: Employee Costs,

External Services, Consultancy Services and Other Services are below budget by $26k, $27k, $70k and $7k respectively. Employee Costs are down due to a staff member continuing to take an extended period of sick leave.


water & waste committee 14 july 2010...department provision of effective support to enable all...

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