It is essential that reporting:
To meet these objectives, monthly reports have a standard format and certain considerations must always be addressed.
Where the project warrants it, the report should include an executive summary of key information items and issues to be addressed.
Each section of the proformas, ‘Summary Sheets,’ must be completed. In those cases where the section is “not applicable” to the particular project, this must be stated.
The body of the report is to be succinct and bring out essential matters in the following areas:
The monthly report should contain an agenda, which will outline the proceedings for the meeting.
The monthly report should also contain the minutes from the previous meeting. The presence of the minutes from the previous meeting in this report does not preclude the need to distribute the minutes of the meeting earlier - one week after the meeting.
The report should include a brief outline of the events leading up to any proposal and should refer to decisions or previous consideration of the subject.
Reference should also be made to the agreed scope of work, relevant policy or commitments given including the date and reference. References should be as specific as possible.
Issues for consideration and determination should be identified, examined and analysed. Presentation should be logical, concise and contain sufficient information to focus on the issues to be determined.
Any issues, which will change the project scope or associated aspects such as policy, program etc. are to be clearly set out for the PCG to consider and make decisions upon (refer to the ‘Change Proposal’ pro forma).
Following the definition of scope of project, cost plans and current budgets for capital works are required for submission to the Economic Review Committee (ERC) of Cabinet. The Quantity Surveyor is to present this information as part of a consolidated report to the PCG and the Department.
This section should provide an overview of the project’s physical progress and status. Issues to be regularly reported to the PCG include the scope and quality of work, safety, risk, compliance, approvals, industrial relations and recurrent operations.
Details of activity including a statement on the quality of work being performed are to be provided to ensure that the PCG is apprised of current issues.
Any difficulties encountered in dealing with the Contractor(s), Authorities, special interest groups and stakeholders, should be explained and the consultants’ response outlined.
The report should describe the major milestones achieved against the original program.
Forthcoming activities and milestones to be achieved should be described including Safety, OH&S issues, compliance, sign offs, PIN notices etc.
Potential and actual building and construction industrial activity should be identified, with advice as to the manner in which it is being dealt with, including any matters, which may raise Security of Payment Issues.
All variations either approved or being considered in the past month are to be listed. Significant variations should be explained, clearly justified, and the reasons for their need given. Approval should be sought before carrying out major variations and reference should be made where use of delegation has been exercised. A brief description of minor variations and their cause should be recorded (refer to the ‘Monthly Financial Report’ proforma).
This section should present details of project timing and monitor monthly progress. An example bar chart has been provided (refer to the ‘Summary Construction Process’ proforma). The monthly report is to clearly set out planned key milestones to indicate the original program and forms the baseline to compare with the actual progress achieved.
The actual position of the project should be compared to the programmed status.
Notices and records of any delays should be listed with explanations.
All claims for extension of time should be identified. The Consultant’s assessment of the claims should be given and decisions made, whether with costs or not as allowed by contract. Potential claims shall also be foreshadowed.
The Consultant should list current and future problems and advise of remedial action recommended, taken or required.
A comparison of the Contract ‘Date for Practical Completion’ and the ‘Anticipated Date for Practical Completion’ is to be provided.
In dealing with key issues, design stages or Major Project decision points the principal options should be stated briefly with an outline of the alternatives available and why a particular course of action is preferred.
This report is generally prepared by the Consultant Quantity Surveyor. A typical report has been provided (refer to the ‘Executive Summary Cost’ proforma). The cost report should contain the following information.
A budget statement identifying the approved budget amount for the project, together with any approved (non contingency) adjustments. If appropriate, the funding source for the budget should be clearly presented.
A cost statement that identifies contract amount, contingency sums, provisional sums, approved adjustments (rise and fall, variations awaiting approval, transfers, variations approved), fees, equipment, authority charges and so on, to identify the anticipated final contract and project amounts.
When the building works are procured through a series of components or trade packages, each component/package should be reported against, culminating in a summary sheet outlining the overall project status.
A brief description of the Consultant’s and Contractor’s progress claims in the past month and a statement on any significant variance with the projected expenditure (refer to the ‘Monthly Financial Report’ proforma).
Any surplus or deficit amount and an explanation of its source. If a deficit is showing, proposals to bring the project back within budget should be presented.
A breakdown of the consultant fees due and claimed to date should be provided.
A cash flow statement that compares actual expenditure with proposed expenditure, together with any necessary adjustments. It should include properly recorded and estimated cash flow presentation (refer to the ‘Monthly Cash Flow Reports’ proforma), indicating the timing and need for funds to allow the draw-down of funds to be undertaken with confidence. Slippage in project expenditure is to be reported with an explanation of which areas are affected and why and how it is proposed to get back on track.
This statement should also advise the PCG on the cost requirements of contract administration including security of payment issues.
The amount and percentage of contingency used is to be reported. The contingency amount should be offset against all variations, which will include approved, pending approval/negotiations as well as known likely potential variations. The percentage of remaining contingency against unexpended budget should also be reported on.
Any commitment against provisional sums is to be reported. If it is a final commitment, any surplus or deficit against the approved provisional sum allowance should be clearly reported on.
All project proposals must assess financial implications, be they capital or recurrent, express or implied, direct or indirect, and must:
The Cost Report is to include an estimate of recurrent non-clinical costs including energy, operating and maintenance costs. These estimates are to be confirmed at all key design stages and an indication should be made if these have changed from the original submission to ERC.
This section of the report should contain information, which is unusual, or not requiring regular reporting. Examples include:
Monthly reporting must adequately reflect and record the results of consultation. Where the recommendations do not represent the consensus views of those consulted, the report is to record concisely any differing views, so that all relevant issues and views considered in coming to the decisions have been documented.
Project reconciliation is to be included in PCG reports at all key stages including Master Plans, Schematic Design, Design Development and Tender Documentation.
This report must include a comprehensive statement of the recommendations for which approval is sought. The recommendations should be clearly set out, with implications identified in the body of the monthly report, to allow a trail of decisions to be identified. The recommendations are to contain no argument or evidence, but should be confined to the action recommended for approval. The language and format should reflect the essential elements of the decision if the recommendations were approved.
Recommendations must stand on their own and not state merely that approval is sought for proposals outlined in the submission. Tables, lengthy detail from reports, etc, should not be repeated in full, but there must be reference(s) in the recommendations.
The recommendations should cover all matters on which decisions are required, but must also be concise and unequivocal.
The recommendations should state clearly who has delegation responsibility for implementation of each decision, if this is not clear from the context.