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Glenorchy City Council Performance Statistics Not Including DEC Operating Revenue & Expenditure Rates - actual rates levied 3 Percentage of rates Collected3 Grants Revenue all Departments4 Total Other Revenue 4 Operating Income Cumulative Variance to Budget5 - PowerPoint PPT Presentation
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November 2007
Glenorchy City Council Performance StatisticsNot Including DEC Operating Revenue & Expenditure
• Rates - actual rates levied 3• Percentage of rates Collected 3• Grants Revenue all Departments
4• Total Other Revenue
4• Operating Income Cumulative Variance to Budget
5• Accounts Receivable (Non-rates)
5• Annual Growth in AAV
6• GCC Expenditure- All Departments
7• Operating Expenditure Cumulative Variance to Budget
7• Corporate Services Revenue 8• Corporate Services Expenditure
8• Community Development Revenue
9• Community Development Expenditure
9• Environment Planning and Development Revenue
10• Environment Planning and Development Expenditure
10• Governance and Economic Development Revenue
11• Governance and Economic Development Expenditure
11• Hydraulics and Glenorchy Works Revenue 12• Hydraulics and Glenorchy Works Expenditure
12• Roads and Recreation Revenue
13• Roads and Recreation Expenditure
13• Capital Expenditure to Budget Total
14• Cumulative variance from budget for Capital Works - GCC Total
14• Capital – Roads
15• Capital - Property (Land & Buildings)
15
Considerations when reviewing performance statistics
• Indicators for previous months may vary as adjustments are made to the accounting system and/or improvements are made to the sources of data.
• Scales on the charts vary within indicator groups.
Traffic light legend
Immediate action required
Monitoring and/or investigation required
OK
Additional information•Capital – Water 16•Capital - Stormwater 16•Capital - Treatment Plants 17•Capital - Sewerage 17•Capital - Other capital 18•Infrastructure Non-Cash expenditure 18•Cash flow trends 19•Budgeted Staff cost to actual cost 20•Actual wages & Salary all staff by Fortnight 20•Additional Employment Costs 21•Sick leave hours 22•Sick leave by Department Indicator 22•Total Reported Accidents, Incidents & Unsafe Work Conditions 24•No Lost Time Injuries 24•Lost time injuries 25•Lost Hours per 1,000 hours worked 25•Public Liability Claims 26•Payment for Public Liability Claims 26•Professional Indemnity Claims 27•Payments for Professional Indemnity Claims 27•Average Daily Water Consumption (Normal Consumers) 28•Monthly Rainfall 28•Total Cumulative Consumption of Water (Normal Consumers) 29•Total cumulative cost of water against budget (Normal Consumer) 29•Total Cumulative Consumption of Water (Special Consumers) 30•Special Consumers Revenue 30
APPENDIX A•Family Day Care Revenue & Expenditure 31•Berriedale Child Care Centre Revenue & Expenditure 32•Benjafield Child Care Centre Revenue & Expenditure 33•Clydesdale Child Care Centre Revenue & Expenditure 34•Claremont Outside School Hours Care Revenue & Expenditure 35
APPENDIX B•Capital Project Exception Report 36
3
• Percentage of Rates Outstanding– Shows the percentage amount of invoiced
rates outstanding.
– 30 November 2007: 42.70%
– 30 November 2006: 41.45%
– Variance: + 1.25%
Responsible: Manager Corporate Services
Responsible: Manager Corporate Services
• Rates - Actual Rates Levied– Shows the actual Rates, Interest and Penalties
compared to the budget for rates levied (invoiced).
– The difference between invoiced rates and budgeted rates is made up of two parts supplementary valuations and interest and penalties accumulated during the year.
– Actual YTD: $40,394,218– Budget YTD: $40,251,203– Budget 2007-08: $40,495,068
Over Budget: $ 143,015
Rates, Interest & Penalties -Actual Invoiced + Supplementary Valuations
36,000,000
36,500,000
37,000,000
37,500,000
38,000,000
38,500,000
39,000,000
39,500,000
40,000,000
40,500,000
41,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Actual YTD 07-08 Annual Budget 07/08 Actual rates levied 06/07 Budget YTD 07/08
Percentage of Rates Outstanding at 30 November 2007
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
2001/2002 2002/2003 2003/2004 2004/2005 2005/2006 2006/2007 2007/2008
4
Responsible: Corporate Management Team
Grants Revenue for all Departments
The total of grants revenue received from either the State or Commonwealth Governments.
- Actual YTD : $2,889,753
- Budget YTD: $2,447,320
- Over Budget: $ 442,433
Timing Issue - Grant funds received earlier than expected.
GCC Revenue (Grants) - All Departments
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual 2007/2008 Actual Cumulative 07/08
Budget Cumulative 07/08 Actual Cumulative 06/07
Responsible: Corporate Management Team
• Cumulative Variance from Budget for Operating Income - GCC Total
– The actual dollars over or under budget for the year to date.
– Revenue finished $362,737 Over budget
Refer to comments on pages 8-13
Responsible: Corporate Management Team
• Total Other Revenue (Excluding Rates, Water & Grants)
– The total operational revenue earned by all areas of the council through fees, charges and fines in comparison to the budgeted revenue.
– Actual YTD $6,739,309– Budget YTD $6,376,572
Refer to comments on pages 8-13
5
GCC Revenue (No Rates, Water or Grants) - All Departments
$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
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative Budget Cumulative 07/08 Actual Cumulative 2006-07
Operating Income Cumulative Variance to Budget
-$500,000
-$400,000
-$300,000
-$200,000
-$100,000
$0
$100,000
$200,000
$300,000
$400,000
$500,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
• Accounts Receivable– A monthly summary of the level and
distribution of money owing to the council in the non-rates areas.
– Total November 2007 $1,099,278
– Total November 2006 $ 875,062
Difference + $ 224,216
• Annual Growth in the AAV for Glenorchy– A comparison of the annual growth in the
Assessed Annual Value of the City (As assessed by the Valuer General) over the last 9 years.
– Note: The city was revalued in 2005
AAV Growth 2007/08 Now 0.46%
Responsible: Manager Corporate Services
Responsible: Manager Corporate Services
6
Accounts Receivable (Non-rates)
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
NOT DUE 1-30 DAYS31-60 DAYS OVER 60 DAYSTotal debt last year 2006/2007
Annual growth in the AAV for Glenorchy
-1.50%
-1.00%
-0.50%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
1997to
1998
1998to
1999
1999to
2000
2000to
2001
2001to
2002
2002to
2003
2003to
2004
2004to
2005
2005to
2006
2006to
2007
2007to
2008
Per
cent
age
grow
th in
AA
V
Growth
BudgetedGrowth
• Cumulative Variance from Budget for Operating Expenditure - GCC Total
– The actual dollars over or under budget for the year to date.
– Expenditure finished $1,156,390 under budget.
Refer to comments pages 8-13.
7
Responsible: Corporate Management Team
• Total Operating Expenditure (Including Cost of Water)
– The total operating expenditure of all areas of the council in comparison to the budgeted expenditure.
– Actual YTD $17,626,198
– Budget YTD $18,782,588
Responsible: Corporate Management Team
GCC Expenditure - All Departments
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
Operating Expenditure Cumulative Variance to Budget
-$1,600,000
-$1,400,000
-$1,200,000
-$1,000,000
-$800,000
-$600,000
-$400,000
-$200,000
$0
$200,000
$400,000
$600,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
• Corporate Services Operating Revenue (non-rates)
– The total operational revenue earned by Corporate Services through fees, charges and fines in comparison to the budgeted revenue.
– Actual YTD $1,453,275– Budget YTD $1,309,644
Over Budget $ 143,631
8
Responsible: Manager Corporate Services
• Corporate Services Operating Expenditure– The total operating expenditure of Corporate Services in
comparison to the budgeted expenditure.
– Actual YTD $3,085,523
– Budget YTD $3,422,775
Under Budget $ 337,252
Approximately $200k relates to timing issues with IT expenditure
Responsible: Manager Corporate Services
GCC Revenue - Corporate Services
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
GCC Expenditure - Corporate Services
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
• Community Development Operating Revenue– The total operational revenue earned by
Community Development through fees, charges and grants in comparison to the budgeted revenue.
– Actual YTD $1,861,550– Budget YTD $1,876,608
Under Budget $ 15,058
For more detail on Children’s Services Revenue see Appendix A
9
Responsible: Manager Community Development
• Community Development Operating Expenditure
– The total operating expenditure of Community Development in comparison to the budgeted expenditure.
– Actual YTD $2,180,756
– Budget YTD $2,312,464
– Under Budget $ 131,708
For more detail on Children’s Services Expenditure see Appendix A
Responsible: Manager Community Development
GCC Revenue - Community Development
$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
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
GCC Expenditure - Community Development
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
• Environment, Planning and Development Operating Revenue
– The total operational revenue earned by Environment, Planning and Development through fees, charges and fines in comparison to the budgeted revenue.
– Actual YTD $3,639,019
– Budget YTD $3,480,284
Over Budget $ 158,735
.
10
Responsible: Manager Env. Planning & Dev
• Environment, Planning and Development Operating Expenditure
– The total operating expenditure of Environment, Planning and Development in comparison to the budgeted expenditure.
– Actual YTD $2,483,106– Budget YTD $2,705,251
Under Budget $ 222,145
Timing issues
Responsible: Manager Env. Planning & Dev
GCC Revenue - Environment Planning and Development
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
GCC Expenditure - Environment Planning and Development
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
• Governance and Economic Development Operating Revenue
– The total operational revenue earned by Governance, GM’s and Derwent Entertainment Centre through fees, charges and fines in comparison to the budgeted revenue.
– Actual YTD $1,220,631
– Budget YTD $ 850,866
Over Budget $ 369,765
11
Responsible: General Manager and Manager Governance & Performance
• Governance and Economic Development Operating Expenditure
– The total operating expenditure of the Governance, GM’s and Derwent Entertainment Centre area in comparison to the budgeted expenditure.
– Actual YTD $1,750,996
– Budget YTD $1,599,054
Over Budget $ 151,942
Higher expenditure related to additional revenue from the Derwent Entertainment Centre
Responsible: General Manager and Manager Governance & Performance
GCC Revenue - Governance and Economic Development
$0$200,000
$400,000$600,000
$800,000$1,000,000$1,200,000
$1,400,000$1,600,000
$1,800,000$2,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
GCC Expenditure - Governance and Economic Development
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
• Hydraulics and Glenorchy Works Centre Operating Revenue (No Water)
– The total operational revenue earned by Hydraulics and Glenorchy Works through fees, charges and fines (Excluding revenue from special consumers) in comparison to the budgeted revenue.
– Actual YTD $800,883– Budget YTD $975,300– Under Budget $174,417
12
Responsible: Manager Works & Hydraulics
Responsible: Manager Works & Hydraulics
• Hydraulics and Glenorchy Works Centre Operating Expenditure (No Water)
– The total operating expenditure of Hydraulics and Glenorchy Works Centre in comparison to the budgeted expenditure. (Excluding expenditure on Water)
– Actual YTD $4,833,599– Budget YTD $5,275,097– Under Budget $ 441,498
Relates to timing issues with Infrastructure Maintenance expenditure
GCC Revenue - Hydraulics and Glenorchy Works Centre
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
GCC Expenditure - Hydraulics and Glenorchy Works Centre
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
• Roads and Recreation Operating Revenue– The total operational revenue earned by
Roads and Recreation through fees, charges and fines in comparison to the budgeted revenue.
– Actual YTD $653,704
– Budget YTD $331,190
Over Budget $322,514
Above budget due to the early receipt of a grant.
13
Responsible: Manager Roads & Recreation
Responsible: Manager Roads & Recreation
• Roads and Recreation Operating Expenditure
– The total operating expenditure of Roads and Recreation in comparison to the budgeted expenditure. (Excluding depreciation)
– Actual YTD $1,638,628
– Budget YTD $1,776,947
Under Budget $ 138,319
GCC Revenue - Roads and Recreation
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
GCC Expenditure - Roads and Recreation
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative
Budget Cumulative 07/08 Actual Cumulative 2006-07
14
Responsible: Corporate Management Team
• Cumulative Variance from Budget for Capital Works - GCC Total
– The actual dollars over or under budget for the year to date.
– Expenditure finished $683,070 Under budget
Responsible: Corporate Management Team
• Capital Expenditure to Budget - GCC Total
– Capital Expenditure to Budget for all areas of GCC is the actual amount paid to date in invoices and wages for Capital works.
– Actual YTD $4,058,875
– Budget YTD $4,741,945
Refer pages 15-18 and Appendix B for further details.
Capital Expenditure to Budget - GCC
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
Cumulative Variance from Budget for Capital Works - GCC Total
-$800,000
-$600,000
-$400,000
-$200,000
$0
$200,000
$400,000
$600,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
• Capital Expenditure to Budget - Roads– Capital Expenditure to Budget for Roads is
the actual amount paid YTD in invoices & wages for Capital works related to Roads.
– Actual YTD $1,660,189
– Budget YTD $1,869,646
Under Budget $ 209,457
Additional information regarding Capital variances is contained in Appendix B.
15
Responsible: Manager Roads & Recreation
Responsible: Manager Roads & Recreation
• Capital Expenditure to Budget - Property– Capital Expenditure to Budget for Property is
the actual amount paid to date in invoices and wages for Capital works related to Property.
– Actual YTD $274,527
– Budget YTD $480,863
Under Budget $206,336
Additional information regarding Capital variances is contained in Appendix B.
Capital Expenditure to Budget - Roads
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
Capital Expenditure to Budget - Property
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunBudget Actual Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
• Capital Expenditure to Budget - Stormwater– Capital Expenditure to Budget for Stormwater is
the actual amount paid to date in invoices and wages for Capital works related to Stormwater.
– Actual YTD $427,295
– Budget YTD $665,901
Under Budget $238,606
Additional information regarding Capital
variances is contained in Appendix B.
• Capital Expenditure to Budget - Water– Capital Expenditure to Budget for Water
is the actual amount paid to date in invoices and wages for Capital works related to Water
– Actual YTD $582,169
– Budget YTD $515,312
Over Budget $ 66,857
Additional information regarding Capital variances is contained in Appendix B.
Responsible: Manager Works & Hydraulics
Responsible: Manager Works & Hydraulics
16
Capital Expenditure to Budget - Water
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
Capital Expenditure to Budget - Stormwater
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
17
Responsible: Manager Works & Hydraulics
• Capital Expenditure to Budget -Sewerage– Capital Expenditure to Budget for Sewerage is
the actual amount paid to date in invoices and wages for Capital works related to Sewerage
– Actual YTD $372,745– Budget YTD $347,524– Over Budget $ 25,221
Additional information regarding Capital variances is contained in Appendix B.
Responsible: Manager Works & Hydraulics
• Capital Expenditure to Budget - Treatment Plants– Capital Expenditure to Budget for Treatment Plants
is the actual amount paid to date in invoices and wages for Capital works related to the Treatment Plants.
– Actual YTD $ 35,325
– Budget YTD $110,684
Under Budget $ 75,359
Additional information regarding Capital variances is contained in Appendix B.
Capital Expenditure to Budget - Treatment Plants
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
Capital Expenditure to Budget - Sewerage
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
• Capital Expenditure to Budget - Other Capital
– Represents the actual amount paid to date in invoices & wages for Capital works related to Other Capital (Capital items not included in the previous categories, for example, technology, land-fill, planning etc.)
– Actual YTD $706,625– Budget YTD $752,015
Under Budget $ 45,390
Additional information regarding Capital variances is contained in Appendix B.
18
Responsible: General Manager
Responsible: Corporate Management Team
• GCC Expenditure –Total Non-Cash Assets– Depreciation reflects a charge made that
ensures that the cost of an asset is spread over the expected life of that asset
– Profit & Loss on retirement
– Actual YTD $5,358,229
– Budget YTD $5,391,196
Under Budget $ 32,967
Capital Expenditure to Budget - Other
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
GCC Expenditure - Non cash expenditure
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 Actual cumulative Budget Budget Cumulative 07/08 Actual cumulative 2006/07
• Cash Flow Trends– Shows the total cash assets (Current
account, cash floats and short term deposits) available, compared to previous years.
– Cash Assets November 07: $17,649,415
Responsible: Manager Corporate Services
19
Cash Flow Trends
$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
$20,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Cashflow (07/08) Cashflow (06/07) Cashflow (05/06)Cashflow (04/05) Cashflow (03/04)
• Council Net Debt Comparison– Shows the total net debt (Cash assets less loans),
compared to previous years. A positive result occurs where cash held is greater than loans.
– Net Debt November 07: $(5,039,165)
– Hobart and Clarence Council figures are based on 2006/07 Annual Reports and included for comparison.
Council Net Debt Comparison
-$20,000,000
-$15,000,000
-$10,000,000
-$5,000,000
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Glenorchy YTD 2007/08 Glenorchy 2006/07 Glenorchy 2005/06
Hobart 2006/07 Clarence 2006/07
Responsible: Manager Corporate Services
• Budgeted Staff Cost to Actual Cost (including on cost)
– The cost of budgeted permanent employees of Council (does not include staff who are costed against capital or maintenance projects.)
– Actual YTD $5,274,535
– Budget YTD $5,677,145
Under Budget $ 402,610
20
Responsible: Manager Corporate Services
• Total Wages & Salary for all Staff
by Fortnight.– The total cost of salaries and
wages expended on staff, compared with the previous year.
– 2007/08 costs YTD: $6,210,958
– 2006/07 costs YTD: $5,836,476
Increase on 2006/07: $ 374,482
Responsible: Manager Corporate Services
Salary Expenditure to Budget - All Departments(Excluding Outside Work force)
$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
Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08
Actual Budget Actual Cumulative Budget Cumulative Actual Cumulative 2006/07
Actual Wages & Salaries All Staff(excluding on costs)
$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
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Pay Number (fortnightly)
Cumulative 2005-06 Cumulative 2006-07 Cumulative 2007-08
• Additional Employment Costs– Illustrates the cost of casuals and
overtime in comparison to the previous 2 years.
– 2007/08 costs YTD: $259,974– 2006/07 costs YTD: $288,484
Difference - $ 28,510
21
Responsible: Manager Corporate ServicesAdditional Employment Costs
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Overtime Cumulative Cost (07/08) Casuals Cumulative Cost (07/08)
Cumulative add'nl employment costs(05/06) Cumulative add'nl employment costs(06/07)
• Sick Leave Hours– The total number of sick leave hours
claimed by GCC staff.
– 2007/08 hours YTD: 8,898
– 2006/07 hours YTD: 7,638
Difference +1,260
.
22
Responsible: Manager Corporate Services
• Sick Leave by Department Indicator
• Comparisons are Provided for the Last Two Years.
– Sick leave represented as a percentage of the total number of hours worked by permanent staff.
- The State 05/06 KPI was 2.12% and the Cities 05/06 KPI was 2.42% for comparison.
- GCC Average YTD: 4.46%
- GCC Average YTD 2006-07: 3.22%
Responsible: Manager Corporate Services
GCC - Sick leave hours
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Monthly Sick Leave hours (06/07) Monthly Sick Leave hours (07/08)Cumulative sick leave hours (07/08) Cumulative sick leave hours (05/06)Cumulative sick leave hours (06/07)
GCC - Sick leave
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
% o
f si
ck l
eave
to
tota
l p
erm
anen
t h
ours
Works Centre & Hydraulics Roads & Recreation
Community Dev Corporate Services
Environment Planning & Dev Governance & Ec Dev
%Sick Leave (06/07) %Sick Leave (05/06)
Occupational Health & Safety
The following four charts relate to the number of reported accidents and injuries and the impact of these on Council.
‘Total Reported Accidents, Incidents and Unsafe Work Conditions’ indicates the level of Council’s proactive reporting and rectification of OH&S issues in the workplace. Each occurrence is fully investigated with the aim of preventing a reoccurrence that may lead to a Lost Time Injury.
Lost Time Injuries (LTI) are the total number of all reported incidents, including unsafe work conditions that have resulted in lost time to the organisation. Lost hours are dominated by three long term claims. There is also one claim relating to a former employee requiring on-going rehabilitation.
23
24
Responsible: Manager Corporate Services
• Total Reported Accidents, Incidents and Unsafe Work Conditions.
– Occurrences recorded in this chart resulted in no lost time or any medical expenses incurred.
– 2007/08 total YTD: 17– 2006/07 total YTD: 19
Refer to comments on page 23
Responsible: Manager Corporate Services
• Total Reported No Lost Time Injuries– The total number of injuries that
resulted in some medical costs being incurred but no time lost to council.
– 2007/08 total YTD: 4– 2006/07 total YTD: 6
Refer to comments on page 23
Accidents, Incidents & Unsafe Work Conditions (AO)
0
5
10
15
20
25
30
35
40
45
50
55
60
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
AO (06/07) AO (Accident Only) (07/08)
Accident Only (05/06) Cumulative Accident Only (06/07) Cumulative
Accident Only (07/08) Cumulative
No Lost Time Injuries
0
2
4
6
8
10
12
14
16
18
20
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
No Lost Time (06/07) No Lost Time (07/08) NLT (05/06) Cumulative
NLT (06/07) Cumulative NLT (07/08) Cumulative
25
Responsible: Manager Corporate Services
Responsible: Manager Corporate Services
• Lost Hours per 1,000 Hours Worked– The number of hours lost due to injuries in the
work place compared to the previous two years.
– 2007/08 hours November: 8.20
– 2006/07 hours November: 12.70
– State 2005/06 KPI: 3.9
– Cities 2005/06 KPI: 4.4
Refer to comments on page 23
• Lost Time Injuries– The total number of injuries for which a
workers compensation claim was submitted compared to the previous two years.
– 2007/08 LTI YTD: 10– 2006/07 LTI YTD: 12
Refer to comments on page 23
Cumulative Employee Lost Time Injuries
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Monthly Lost Time (06/07) Monthly Lost Time (07/08) LT (05/06) Cumulative
LT (06/07) Cumulative LT (07/08) Cumulative
Employee Lost Hours per 1,000 Hours worked
0.0
5.0
10.0
15.0
20.0
25.0
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Actual GCC for Month (05/06) Actual GCC for Month (06/07) Actual GCC for Month (07/08)
2007/08 YTD Average Average for 2006/07
• Public Liability Claims– This shows the total number of pending
and accepted liability claims, both body injury and property damage.
– Claims YTD 2007-08: 18
8 Accepted
2 Pending
- YTD there have been 8 claims denied by Council’s insurer (not shown on chart)
– Accepted claims YTD 2006-07: 12
26
Responsible: Manager Corporate Services
• Payments for Public Liability Claims– This shows the total amount paid by
council each month for public liability claims. Council pays up to a maximum of $5,000 per claim
– Paid YTD 2007-08: $ 5,116
– Paid YTD 2006-07: $13,797
Responsible: Manager Corporate Services
Public Liability Claims
0
5
10
15
20
25
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
No
. Of
Cla
ims
PL Claims Accepted YTD (07/08) PL Claims Pending YTD (07/08)
PL Claims Accepted Cumulative (06/07) PL Claims Accepted Cumulative (05/06)
Payments for Public Liability Claims
$0
$5,000
$10,000
$15,000
$20,000
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
$ A
mo
un
t P
aid
PL Payments Cumulative (05/06) PL Payments Cumulative (06/07)PL Payments Cumulative (07/08)
• Potential Professional Indemnity Claims
– This shows the total potential professional indemnity claims (possible breach of duty) compared to the previous year.
– Claims YTD 2007-08: 0
– Claims YTD 2006-07: 1
Responsible: Manager Corporate Services
Responsible: Manager Corporate Services
• Payments for Professional Indemnity Claims
– This shows the total amount paid by council each month for professional indemnity claims (possible breach of duty). Council pays up to a maximum of $10,000 per claim
– Paid YTD 2007-08: $ 0
Paid YTD 2006-07: $ 10,000
27
Potential Professional Indemnity Claims
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
No. O
f C
laim
s
Potential PI Claims Cumulative (05/06) Potential PI Claims Cumulative (06/07)
Potential PI Claims Cumulative (07/08)
Payments for Professional Indemnity Claims
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
$11,000
$12,000
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
$ A
mo
un
t P
aid
PI Payments Cumulative (05/06) PI Payments Cumulative (06/07)
PI Payments Cumulative (07/08)
• Total Average Daily Water Consumption (Normal Consumers)
– The average daily water consumption by month is the total amount of water used by the city (normal consumers) each month divided by the number of billing days in that period, compared to the last two years.
– Actual Nov 07: 30.20 Mega-litres/day
– Estimate Nov 07: 24.54 Mega-litres/day
Over 5.66 Mega-litres/day
28
Responsible: Manager Works & Hydraulics
• Total Monthly Rainfall (from Tolosa Park Daily Readings) - November 2007: 4.40 mm
- November 2006: 31.40 mm
Under: 27.00 mm
Average Daily Water Consumption (Normal Consumers)
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
45.00
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Meg
alit
res
/ Day
Actual 2005/06 Actual 2006/07 Estimate 07/08 Actual 2007/08
Monthly Rainfall (Glenorchy)
020406080
100120140160180200
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Mili
met
ers
Actual 2005/2006 Actual 2006/2007
Actual 2007/2008 Past 3 Year Average
29
Responsible: Manager Works & Hydraulics
Responsible: Manager Works & Hydraulics• Total Cumulative Cost of Water
(Normal Consumers)
– The cumulative, year to date cost for water compared to the water budget and the last 2 years expenditure.
– Actual YTD $2,110,762
– Estimate YTD $2,136,840
Under Estimate $ 26,078
• Total Cumulative Consumption of Water (Normal Consumers)
– The cumulative, year to date consumption for water compared to the water budget and the last 2 years consumption.
– Actual YTD: 3,044 Mega-litres
– Estimate YTD: 3,141 Mega-litres
Under Estimate: 97 Mega-litres
Total Cumulative Consumption of Water (Normal Consumers)
0
2,000
4,000
6,000
8,000
10,000
12,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Meg
ali
tres
Actual 05/06 Actual 06/07 Estimate 07/08 Actual 07/08
Total Cumulative Cost of Water (Normal Consumers)
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Actual 2005/06 Actual 2006/07 Estimate 2007/08 Actual 2007/08
• Total Cumulative Consumption of Water (Major Excess Consumers)
– The cumulative, year to date consumption of water (Major Excess Consumers) compared to the water budget and the last 2 years consumption.
– Actual YTD 1,223 Mega-litres
– Estimate YTD 1,241 Mega-litres
Under Estimate 18 Mega-litres
30
Responsible: Manager Works & Hydraulics
• All Excess Water Consumers Revenue
– The revenue from All Excess Water Consumers is based on their usage.
– Actual YTD $1,017,130
– Estimate YTD $ 963,467
Over Estimate $ 53,663
Responsible: Manager Works & Hydraulics
Total Cumulative Consumption of Water (Major Excess Consumers)
0
500
1,000
1,500
2,000
2,500
3,000
3,500
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Meg
alit
res
Actual 2005/06 Actual 2006/07 Estimate 2007/08 Actual 2007/08
All Excess Water Consumers Revenue
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Actual 2005/06 Actual YTD 2006/07 Estimate 2007/08 Actual YTD 2007/08
• Family Day Care Operating Revenue– The total operating revenue earned
by Family Day Care in comparison to the budgeted Revenue
– Actual YTD: $169,059
– Budget YTD: $172,400
Under Budget $ 3,341
Responsible: Manager Community Development
• Family Day Care Operating Expenditure
– The total operating expenditure of Family Day Care in comparison to the budgeted expenditure.
– Actual YTD: $106,184
– Budget YTD: $134,392
Under Budget $ 28,208
Responsible: Manager Community Development
31
Appendix A
Family Day Care Revenue
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07
Family Day Care Expenditure
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget ActualActual cumulative Budget CumulativeActual cumulative 2006/07
• Berriedale Child Care Centre Operating Revenue
– The total operating revenue earned by Berriedale Child Care Centre in comparison to the budgeted Revenue
– Actual YTD: $271,829
– Budget YTD: $268,731
Over Budget $ 3,098
Responsible: Manager Community Development
• Berriedale Child Care Centre Operating Expenditure
– The total operating expenditure of Berriedale Child Care Centre in comparison to the budgeted expenditure.
– Actual YTD: $241,343
– Budget YTD: $271,367
Under Budget $ 30,024
Responsible: Manager Community Development
32
Berriedale Child Care Centre Revenue
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07
Berriedale Child Care Centre Expenditure
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07
• Benjafield Child Care Centre Revenue
– The total operating revenue earned by Benjafield Child Care Centre in comparison to the budgeted Revenue
– Actual YTD: $230,841
– Budget YTD: $230,338
Over Budget $ 503
Responsible: Manager Community Development
• Benjafield Child Care Centre Expenditure
– The total operating expenditure of Benjafield Child Care Centre in comparison to the budgeted expenditure.
– Actual YTD: $205,109
– Budget YTD: $239,599
Under Budget $ 34,490
Responsible: Manager Community Development
33
Benjafield Child Care Centre Revenue
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07
Benjafield Child Care Centre Expenditure
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07
• Clydesdale Child Care Centre Revenue
– The total operating revenue earned by Clydesdale Child Care Centre in comparison to the budgeted Revenue
– Actual YTD: $168,125
– Budget YTD: $173,224
Under Budget $ 5,099
Responsible: Manager Community Development
• Clydesdale Child Care Centre Expenditure
– The total operating expenditure of Clydesdale Child Care Centre in comparison to the budgeted expenditure.
– Actual YTD: $125,917
– Budget YTD: $158,583
Under Budget $ 32,666
Responsible: Manager Community Development
34
Clydesdale Child Care Centre Revenue
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07
Clydesdale Child Care Centre Expenditure
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07
• Claremont Outside School Hours Care Revenue
– The total operating revenue earned by Claremont Outside School Hours Care in comparison to the budgeted Revenue
– Actual YTD: $29,105
– Budget YTD: $28,370
– Over Budget $ 735
Responsible: Manager Community Development
• Claremont Outside School Hours Care Expenditure
– The total operating expenditure of Claremont Outside School Hours Care in comparison to the budgeted expenditure.
– Actual YTD: $34,325
– Budget YTD: $52,676
Under Budget $18,351
Responsible: Manager Community Development
35
Claremont Outside School Hours Care Revenue
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07
Claremont Outside School Hours Care Expenditure
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Budget Actual Actual cumulative
Budget Cumulative Actual cumulative 2006/07