November 2007

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.

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Immediate action required

Monitoring and/or investigation required

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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


• 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


Budget Actual 2007/2008 Actual Cumulative 07/08

Budget Cumulative 07/08 Actual Cumulative 06/07


• 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


• 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


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


• 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%



6

Accounts Receivable (Non-rates)

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000


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


– Expenditure finished $1,156,390 under budget.

Refer to comments pages 8-13.

7


• 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


GCC Expenditure - All Departments

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000


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


• 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.


Over Budget $ 143,631

8


• 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


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




GCC Expenditure - Corporate Services

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000




• Community Development Operating Revenue– The total operational revenue earned by

Community Development through fees, charges and grants in comparison to the budgeted revenue.



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


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




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




• 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


.

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.



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




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




• 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


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


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




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




• 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


• 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




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




• 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


• 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


GCC Revenue - Roads and Recreation

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000




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




14


• Cumulative Variance from Budget for Capital Works - GCC Total


– Expenditure finished $683,070 Under budget


• 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


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


• 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


Additional information regarding Capital variances is contained in Appendix B.

15



• 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.



Under Budget $206,336


Capital Expenditure to Budget - Roads

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000



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.




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







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



Capital Expenditure to Budget - Stormwater

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000



17


• 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



• 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




Capital Expenditure to Budget - Treatment Plants

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000



Capital Expenditure to Budget - Sewerage

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000



• 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



18

Responsible: General Manager


• 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


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



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


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


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


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


Glenorchy YTD 2007/08 Glenorchy 2006/07 Glenorchy 2005/06

Hobart 2006/07 Clarence 2006/07


• 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


20


• 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


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


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


• 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%


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%


% 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


• 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


• 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


Accidents, Incidents & Unsafe Work Conditions (AO)

0

5

10

15

20

25

30

35

40

45

50

55

60


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


No Lost Time (06/07) No Lost Time (07/08) NLT (05/06) Cumulative

NLT (06/07) Cumulative NLT (07/08) Cumulative

25



• 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


• 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


Cumulative Employee Lost Time Injuries

0

2

4

6

8

10

12

14

16

18

20

22

24

26

28

30


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


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


• 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


Public Liability Claims

0

5

10

15

20

25


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


$ 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



• 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


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


$ 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


• 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


Meg

alit

res

/ Day

Actual 2005/06 Actual 2006/07 Estimate 07/08 Actual 2007/08

Monthly Rainfall (Glenorchy)

020406080

100120140160180200


Mili

met

ers

Actual 2005/2006 Actual 2006/2007

Actual 2007/2008 Past 3 Year Average

29


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


Meg

ali

tres


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



• 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


• 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


Total Cumulative Consumption of Water (Major Excess Consumers)

0

500

1,000

1,500

2,000

2,500

3,000

3,500


Meg

alit

res


All Excess Water Consumers Revenue

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


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



• Family Day Care Operating Expenditure

– The total operating expenditure of Family Day Care in comparison to the budgeted expenditure.





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


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


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



Over Budget $ 3,098


• Berriedale Child Care Centre Operating Expenditure

– The total operating expenditure of Berriedale Child Care Centre in comparison to the budgeted expenditure.





32

Berriedale Child Care Centre Revenue

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000




Berriedale Child Care Centre Expenditure

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000




• Benjafield Child Care Centre Revenue

– The total operating revenue earned by Benjafield Child Care Centre in comparison to the budgeted Revenue



Over Budget $ 503


• Benjafield Child Care Centre Expenditure

– The total operating expenditure of Benjafield Child Care Centre in comparison to the budgeted expenditure.





33

Benjafield Child Care Centre Revenue

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000




Benjafield Child Care Centre Expenditure

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000




• Clydesdale Child Care Centre Revenue

– The total operating revenue earned by Clydesdale Child Care Centre in comparison to the budgeted Revenue





• Clydesdale Child Care Centre Expenditure

– The total operating expenditure of Clydesdale Child Care Centre in comparison to the budgeted expenditure.





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




Clydesdale Child Care Centre Expenditure

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

$450,000




• Claremont Outside School Hours Care Revenue

– The total operating revenue earned by Claremont Outside School Hours Care in comparison to the budgeted Revenue



– Over Budget $ 735


• Claremont Outside School Hours Care Expenditure

– The total operating expenditure of Claremont Outside School Hours Care in comparison to the budgeted expenditure.





35

Claremont Outside School Hours Care Revenue

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000




Claremont Outside School Hours Care Expenditure

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000




November 2007

Documents

budget ytd

budgeted rates

actual ytd

invoiced rates outstanding

aav6gcc expenditure

capital works gcc total

recreation revenue13roads

department indicator22total