4.
AUDIT REPORT – FINANCIAL STATEMENTS FOR IN-HOUSE
SOLID WASTE COLLECTION – 2006 RAPPORT DE VÉRIFICATION – ÉTATS FINANCIERS POUR LA COLLECTE DES
DÉCHETS SOLIDES PAR LA VILLE - 2006 |
Committee recommendation
That Council receive this report for information.
Recommandation du Comité
Que le Conseil prenne connaissance de ce rapport à fin d’information.
Documentation
1. Deputy City Manager's report Public Works and Services dated 4 April 2007
(ACS2007-PWS-UTL-0008).
Report to / Rapport au :
Planning and Environment Committee
Comité de l’urbanisme et de l’environnement
and Council / et au Conseil
4 April 2007 / le 4 avril 2007
Submitted by/Soumis par:
R.G. Hewitt, Deputy City Manager / Directeur municipal adjoint,
Contact Person/Personne ressource: Kenneth J. Brothers, Director /
Directeur
Utility Services Branch / Services publics
Wards 10, 11, 12, 13, 16, 17, 18, and 19 |
Ref N°:ACS2007-PWS-UTL-0008 |
SUBJECT: AUDIT
REPORT – FINANCIAL STATEMENTS FOR IN-HOUSE SOLID WASTE COLLECTION - 2006
OBJET: RAPPORT
DE VÉRIFICATION – ÉTATS FINANCIERS POUR LA COLLECTE DES DÉCHETS SOLIDES PAR LA
VILLE - 2006
REPORT RECOMMENDATION
That the Planning and Environment Committee recommend Council receive
this report for information.
Que le Comité de l’urbanisme et de l’environnement recommande au Conseil de prendre connaissance de ce rapport.
On
September 23, 1998, Regional Council approved and awarded one zone of the
five-year collection contract to City Staff (Zone C4) (hereafter referred to as
“In-house”).
In approving the use of In-house Collection for Zone C4, Regional Council also approved:
“That Council require an annual audit of expenditures for works awarded to the Region, that Council require an annual information report, qualitative and quantitative in nature, relevant to this program, as suggested by the Regional Internal Auditor, and that such reports follow the usual Committee process.”
This report presents both the audited financial statement for the twelve (12) months, which ended May 31, 2006, and the Department’s performance report. Both the financial statement and performance report are the responsibility of management. The Auditor’s responsibilities are discussed in each section.
Normally, and as per Council direction, this report is submitted by Internal Audit. However, at the request of the Auditor General since he was not involved in this process, this year’s report is submitted by Public Works and Services.
DISCUSSION
As in prior years, the methodology used by management to prepare the financial statements is consistent with the Managed Competition Protocol and with the former Regional Internal Auditor’s Report on incremental costs approved by Regional Council on May 27, 1998 and September 8, 1998, respectively. There are four fundamental concepts used in preparation of the In-house Collection statements:
The Statement of Operations of the In-house Waste Collection, for the twelve (12) months ended May 31, 2006, was audited by Ernst & Young LLP, the City’s external auditor. Their audit was designed in accordance with generally accepted auditing standards to provide reasonable, rather than absolute, assurance that the statements are free from material misstatement. An unqualified opinion was issued on the statements. The Statement of Operations and the Auditor’s Report are submitted in Document 1.
The In-house Waste Collection for Zone C4 resulted in an operating deficit for Year 7, the twelve (12) months ended May 31, 2006 of ($417,490). This is due mainly to higher labour costs of $116,000, increased fleet (fuel and maintenance) costs of $152,000, increased vehicle losses on disposal of $86,000, as well as the fact that the In-house Operations include the costs of the organics pilot ($193,847 for 2005/06), which were not considered and included in the original bid prices.
Performance
Report
In addition to the audited Statement of Operations for In-house Solid Waste Collection, management prepares an annual report on the performance of this contract for Committee and Council. The performance report includes both quantitative and qualitative assessments identified for the program. Ernst & Young LLP has reviewed the performance information to ensure it was prepared on a consistent basis with prior years and accurately reflects the result of operations for Year 7.
In-house Financial Performance
The table below presents the cumulative contractual and overall savings to area residents for the first seven years of operations. Year 1 to Year 6 savings are as previously reported. The contract is structured to be paid at the bid unit rate for the actual tonnage.
Table 1
Savings |
Years 1-2 |
Year 3 |
Year 4 |
Year 5 |
Year 6 |
Year 7 |
Total |
|
1999-2001 |
2001-2002 |
2002-2003 |
2003-2004 |
2004-2005 |
2005-2006 |
|
|
|
|
|
|
|
|
|
Savings from Regional Bid |
$
525,328 |
$
255,632 |
$
214,534 |
$
210,671 |
$
161,338 |
$
57,928 |
$
1,425,431 |
Additional Savings from In-house
Collection Operations |
$
469,667 |
$
278,905 |
$
39,366 |
$ (20,509)
|
$
(300,729) |
$
(417,490) |
$
49,210 |
|
|
|
|
|
|
|
|
Total Savings |
$ 994,995 |
$ 534,537 |
$ 253,900 |
$ 190,162 |
$ (139,391) |
$ (359,562) |
$ 1,474,641 |
|
|
|
|
|
|
|
|
Costs of Organics Pilot |
N/A |
$ 79,656 |
$ 146,265 |
$ 147,629 |
$ 169,115 |
$ 193,847 |
$ 736,512 |
|
|
|
|
|
|
|
|
Total Savings after Organics |
$ 994,995 |
$ 614,193 |
$ 400,165 |
$ 337,791 |
$ 29,724 |
$ (165,715) |
$ 2,211,153 |
|
|
|
|
|
|
|
|
Total savings
are a combination of the following: (1) savings as a result of the City’s bid
price compared to the next closest bid, and (2) savings as a result of actual
costs of the operation compared to the City’s bid price allocation (bid costs
minus actual cost = operating savings).
The overall actual cost per tonne in 2006 was $80.27 as shown in the
Schedule to the Statement of Operations.
This represents a 6.0% increase over the 2005 cost per tonne of
$75.72. This increase is due to an
increase in labour costs, increased vehicle fuel and maintenance costs as well
as a loss on the sale of 5 trucks. Nonetheless, this cost per tonne is still lower than the
average per tonne cost of $86.60 for the contractors.
Across
the City, actual tonnages were 18.98% above estimated quantities, with some
variation between the five zones and the different waste streams. For the year, in Zone C4 total tonnes for
garbage and leaf and yard waste exceeded the tendered estimated quantities by
12.59%, and recyclable materials were a little lower than estimated in the tender.
The cumulative savings as a result of the City’s bid price (price per tonne) reflect aggressive pricing for garbage and recycling collection. These savings can be attributed to route optimization and the reallocation, from the original proposal, of spare vehicles. Operating results are under pressure mainly due to higher labour costs and from higher vehicle fuel and maintenance costs. Overall, the financial performance for the seventh year of the operation reflects continued operational efficiencies, and the productivity of dedicated and experienced staff, despite the implementation of the organics pilot, the costs of which are included in the results from October 2001 to current. Furthermore, it is important to note that the costs of the Compost Plus organics pilot program were not included in the bid prices mentioned above.
The Compost Plus program began in October 2001 to provide
the City with an opportunity to implement an organics collection program in a
number of defined and controlled environments.
This Council supported pilot program has been implemented in nine
neighbourhoods in four wards. Each area
involves approximately 550 residents, allowing the City to benefit from the
feedback from more than 5,000 residents.
The organic collection program
costs were not included in the original tender submission. All costs are documented and submitted to
the Project Manager of the Compost Plus Pilot program for analysis. The cost of providing organics collection
services in the participating neighbourhoods for the fiscal period ending May
31, 2006 was $193,847. Included in this
amount is the pro-rated cost of two (2) waste collection vehicles that were
modified to permit the automated collection of wheeled carts, staff time and
related overhead.
If the annual operating deficit
was adjusted by removing the cost of the organics program in order to reflect
the cost of providing the services that were included in the original waste
collection contract, it would result in an operating deficit of only $223,643
for a total deficit of $165,715 for the fiscal year 2005/06. If the In House
Collection group had not had to absorb the costs of the organics program, the 7
year savings would have been over $2.2 million instead of the $1.474 million
savings with organics.
In addition to the quantitative evaluation provided by the financial statements, a qualitative analysis has been conducted based on the information available in the Request for Services (RFS) software application. The general procedure for handling and logging waste collection telephone inquiries can be described as follows: calls that come into the City’s Call Centre are handled either directly by the operator and not recorded, or calls that require follow-up action by Solid Waste staff (Customer Clerk and/or Inspector) or action by the appropriate contractor, are logged. The following table summarizes calls logged into the system that were deemed to be justifiable calls.
Table 2
Solid Waste Collection –
Customer Calls
Call Type |
In-house Services Zone C4 |
% of City Total |
Private Sector (Zones C1, 2, 3 & 5) |
% of City Total |
City total |
|
|
|
|
|
|
Households |
57,457 |
22.5 |
197,512 |
77.5 |
254,969 |
Black Box collection |
794 |
27.7 |
2,069 |
72.3 |
2,863 |
Blue Box collection |
776 |
34.7 |
1,463 |
65.3 |
2,239 |
Garbage collection |
1,660 |
25.4 |
4,885 |
74.6 |
6,545 |
Leaf & Yard collection |
853 |
21.1 |
3,186 |
78.9 |
4,039 |
Total Calls/year |
4,083 |
26.0 |
11,603 |
74.0 |
15,686 |
|
|
|
|
|
|
Calls/1,000 homes |
71.06 |
|
58.75 |
|
61.52 |
Both the In-house and private section zones experienced increases over the year 6 (June 1, 2004 to May 31, 2005) figures. In year 7, calls per 1,000 homes were 71.06 for the In-house zone and 58.75 for private sector zones. The implementation of the organics pilot project in 2001 in Zone C4 has had an impact on the In-house collection operations. The main issues justifying the difference in call type data:
This
report has been prepared in collaboration with the Solid Waste Services
Division, Public Works and Services Department. The financial statements and performance report are the
responsibility of management.
There are no
financial implications from this report.
Document 1 In-House Waste Collection Statement of
Operations and Auditor’s Report –
Staff from the Corporate Services, City Clerk’s Office will submit this report to Council for information.