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Agenda – Finance & Administration 16/9/09 - #2314268

FINANCE & ADMINISTRATION COMMITTEE

16 SEPTEMBER 2009

3 EXECUTIVE SUPPORT MONTHLY REPORT FOR AUGUST 2009 Peter Tabulo: 1/59/1-01: #2171832v2

RECOMMENDATION: That the report from Executive Support for the month of August 2009 be received and noted.

INTRODUCTION: This is the report from Executive Support for Operational Plan Activities for the month of August 2009, including performance against budget. It addresses the following Activities: • Chief Executive Officer & Support • Asset Management Development Program • Corporate Communications Branch

CONSIDERATIONS: Corporate and Operational Plans: This report highlights progress against Section 12 of the 2008/2009 Operational Plan. Statutory: This report fulfils requirements under the Local Government Act to report regularly (at least quarterly) on progress undertaken in implementing the Operational Plan. All other considerations were received and deemed not applicable.

ATTACHMENTS: Monthly Activity reports for August 2009 P M TABULO Acting Chief Executive Officer

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BRANCH OFFICE OF THE CHIEF EXECUTIVE OFFICER Mission: To coordinate the Executive arm of Council

Operating Budget Assessment:

Not

e YTD YTD Variance Varianc

e Actual Budget $ $ $ % Operating Revenue Other Revenue 64 - 64 100%Total Operating Revenue 64 - 64 100%Operating Expenditure Employee Costs 1 379,512 316,243 ( 63,269) (20)% Agency/Temp Staff Costs 2 - 1,670 1,670 100 % Materials 3 35,145 17,688 ( 17,457) (99)% External Services 4 12,949 15,016 2,067 14 % Travel Expenses 5 439 2,116 1,677 79 % Other Services 6 47,790 60,931 13,141 22 % Internal Charges 7 60,852 46,968 ( 13,884) (30)% Competitive Neutrality Charges - - - 0 % Other Expenses ( 335) - 335 100 % Contributions and Donations 8 4,615 63,498 58,883 93 %Total Expenses 540,967 524,130 ( 16,837) (3)%NET OPERATING RESULT ( 540,903) ( 524,130) ( 16,773) 3 %

1 Unfavourable variance for employee costs is due to additional costs incurred to cover vacancies and

leave requirements. 2 Agency/temp staff costs are lower than budget as there has been no usage of agency staff to date, this

is due to the utilisation of pool staff while staff on leave. 3 Unfavourable variance in materials is largely due to several expenses being incorrectly allocated to

materials instead of contributions. This will be adjusted in September 2009. 4 Actuals are lower than anticipated in training services ($1k) and other services ($1k). Actuals are

expected to come in line with budget as the year progresses. 5 Actuals are lower than anticipated ($2k), however are expected to come in line with budget as the year

progresses. 6 Other services is under budget due to lower than expected advertising costs ($18k) and under

spending in conferences and memberships ($4k) which has been offset by overspending in printing (-$9k). These costs are anticipated to align with the budget in coming months.

7 Net unfavourable variance for internal charges is largely due to job charging (-$17k) particularly relating to costs associated to Cairns/Mossman Show which are currently being investigated and underspending on pool vehicles ($4k).

8 A favourable variance was achieved for other expenses due to timing differences in contributions and donations ($58k). This is partially offset by the variance in materials which is the result of incorrect costing to materials instead of contributions.

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ACTIVITY CHIEF EXECUTIVE OFFICER & SUPPORT Mission: To provide timely and effective leadership, advice, liaison and decision

making within an appropriate framework, in order to provide best value services, regulation and community relations

Output Title: Output Description: 1. Leadership & Human Resource

Management Provide leadership that reflects the values of the organisation and ensure that all staff are properly trained and work safely.

2. Strategy & Budget Planning Develop, implement, monitor & review all strategic business plans and budgets. Provide advice, policy development and decision making support to Council.

3. Budget & Program Management Ensure implementation of Council plans, resolutions, policies and decisions. Exercise management of Council Financial operations.

4. Risk Management Ensure development and maintenance of appropriate systems, procedures and performance standards to manage Risk.

5. Community Engagement & Corporate Communication

Develop & implement a community engagement and communication strategy.

6. Stakeholder Engagement Act as the primary link between Councillors & the Council organisation. Actively engage with customers, Government industry & professional organisations. Actively engage with all staff.

7. Innovation Encouraging & fostering an environment for creativity.

8. Governance Ensure the organisation complies with recognised best practice and legislative protocols in all areas of governance.

Officer Responsible: CEO Staffing Level (FTE)


YTD Actual ($)

YTD Budget Revised

($)

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

(where variance is +/- 5%)

Revenue 0 0 0 0 Expenditure 100,388 94,857 5,531 5.5 • UNFAVOURABLE Monthly

variation of Budget timing.

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

Performance Rating:

Variance Report

1. Leadership & Human Resource Management Result Measure: (a) Compliant Health and safety plans & work practices. (b) Staff turnover. (c) Completion of performance plans. (d) Delivery of organisational training plan. Result Target: (a) 100% compliance with statutory requirements – nil breaches (b) Annual Turnover of 10% (c) 100% (d) 100% completion of planned training Reporting Frequency: Monthly Performance Assessment:

Prospective Actions


Performance Rating:

Variance Report

2. Strategy & Budget Planning Result Measure: (a) All business plans are approved by Council and are in accordance to the Local Government Act (2001). (b) Budget plans are approved by Council. Result Target: (a) Adoption of all plans by statutory date (b) Adoption of all budgets and quarterly reviews by Council by planned dates Reporting Frequency: Annually Performance Assessment:

Prospective Actions

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Performance Rating:

Variance Report

3. Budget & Program Management Result Measure: (a) Services and Project Plans are implemented and achieve desired

strategic outcomes. (b) Financial management systems complies with best practice and

statutory requirements. Result Target: (a) All projects are on budget, time and to specified standards (b) Nil non compliance or negative audit feedback. Reporting Frequency: Monthly Performance Assessment:

Prospective Actions


Performance Rating:

Variance Report

4. Risk Management Result Measure: (a) Complaints and reported breaches to guidelines (b) Internal and External audits and reviews are unqualified. Result Target: (a) Nil incidents per financial year (b) 100% compliance with audit program Reporting Frequency: Quarterly Performance Assessment:

Prospective Actions

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Performance Rating:

Variance Report

5. Community Engagement Result Measure: (a) Community satisfaction with Council services. (b) Proactive communications strategy. Result Target: (a) Nil complaints about council services that comply with published

service standards (b) 100% delivery of community and media engagement strategy Reporting Frequency: Monthly Performance Assessment:

Prospective Actions


Performance Rating:

Variance Report

6. Stakeholder Engagement Result Measure: (a) Participation in council, community & industry events. (b) Staff satisfaction levels. Result Target: (a) 100% completion of stakeholder engagement plan (b) Target of 80% staff satisfaction Reporting Frequency: Quarterly Performance Assessment:

Prospective Actions

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Performance Rating:

Variance Report

7. Innovation Result Measure: Staff are recognised & rewarded for developing & creating innovative business solutions. Result Target: 100% implementation of identified opportunities for improvement Reporting Frequency: Monthly Performance Assessment:

Prospective Actions


Performance Rating:

Variance Report

8. Governance Result Measure: Complies with best practice and statutory requirements Result Target: 100% compliance with statutory requirements Reporting Frequency: Monthly Performance Assessment:

Prospective Actions

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BRANCH ASSET MANAGEMENT

Mission: Asset Management Development Program (AMDP) is an organisation wide change management program with targeted objectives for improving Council wide operational effectiveness and efficiency in service driven asset management

Officer Responsible: Manager - AMDP Staffing Level (FTE) 7

YTD

Actual ($) YTD

Budget Revised

($)

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

(Where variance is +/- 5%)

Revenue • N/A Expenditure 134,668.00 111,028.00 23,640.00 21.00 • UNFAVOURABLE

Variation due to timing of actual expenditure not aligned with original budget expenditure..

ACTIVITY: Asset Management Development Program (AMDP)

Mission Asset Management Development Program (AMDP) is an organisation wide change

management program with targeted objectives for improving Council’ wide operational effectiveness and efficiency in service driven asset management

Output Title: Output Description: AMDP Progress 1. Program Management a) Best practice Program Management

approach adopted. 9% of 10%

a) Have staff drive our asset management objectives, including establishing a customer service focus across the organisation.

b) All management and staff using best practice asset management.

2. Organisational Development (OD) Work-stream

c) Smoothly managing organisational change.

5% of 10%

3. Business Process Redesign Work-stream

a) Improve value for money in sustainable Service Delivery through redesigning “High-Level” Asset Management business processes across Council based on standard industry: • Best practices (IIMM): • Asset lifecycle approach; and • Asset management roles/responsibilities

5% of 25%

a) Have an integrated and holistic asset management system including adopting a single source of accurate/ timely data

b) Shared data across organisation; appropriately managed.

4. AM System Work-stream

c) Improved utilisation of corporate AM system

6.5% of 30%

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a) Facilitate the provision of Strategic Asset

Management Plans (SAMPs) linked to service delivery requirements of Council.

b) Have capital maintenance and refurbishment activities planned and optimised; through coordinating and facilitating the development of (AMPs) for all Council assets.

c) Have project selections based on effective planning and evaluation of risks and life-cycle costs; through facilitating that AMP’s detail future recurrent and Capital Works expenditure. Focus: Planned Maintenance/Management work practice.

5 Asset Management Plan Work-stream

d) Ensure AMPs (strategic and tactical) are “fit for purpose”; using the IIMM standard.

4 % of 25%

Progress Implementation of the Scheduled elements of AMDP: The % progress of each of the Outputs (AMDP Work-streams) and the Scheduled elements are indicative of planning from 01 Jul 09 to 30 Jun 10 only.

Total Overall

29.5% of 100%

Officer Responsible: Manager Asset Management Development Program (AMDP)

Staffing Level (FTE) 7


Progress % complete 9% of 10% Performance Rating: Variance Report As per AMDP Branch Project Status Report #1451815 v41

1. Program Management Result Measure: a) Best practice Program Management approach adopted. Result Target: • Continue to deploy AMDP Quality Management System based

on “Guidelines for quality management in projects, AS ISO 10006:2003”;

• All AMDP Branch Projects compliant with QMS through quality review process. Note this is a snapshot % not a progressive indicative measure

Reporting Frequency: Monthly Performance Assessment: 93% of AMDP Branch Projects are compliant with the AMDP QMS, through the quality review process.(This is a snapshot not a progressive indicative measure There was a 6% increase in July 09 (from 83% in June 09)

Prospective Actions AMDP Team will to continue to engage all Branch Project Managers & Project Owners (Branch Managers) in executing the AMDP Quality Management System. Refer to AMDP Branch Project Status Report (#1451815v41) to identify where AMDP team’s support will be focused.

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Progress % complete (June 2010) 5% of 10% Performance Rating:

Variance Report

2. Organisational Development (OD) Work-stream Result Measure: a) Have staff drive our asset management objectives, including

establishing a customer service focus across the organisation. b) All management and staff using best practice asset management. c) Smoothly managing organisational change. Result Target:

Result Target Performance Assessment Well defined AM Service Levels/ Asset Class in accordance with IIMM standards.

20% complete

Service Levels review (SIPOC) 5% complete Trained/Aware Management & Staff: • Facilitate Asset Management

awareness by providing part of Council’s employee induction process;

• Asset Management (ongoing) – estimated 20 new staff over Financial Year;

• Develop and handover ongoing Asset Management Training Program.

40% complete

Staff training to implement the Business Process Redesign (BPR) areas, as specified in the BPR Work-stream.

20% complete

Asset Maintenance system training.

20% complete

Implemented Standard Roles & Responsibilities

The Asset / Position / Role / Responsibility Matrix updated after CS&CS review

• Consultative approach adopted to Human Resource Issues (risk level reported, H60 maximum target).

• Strategy / planning & managing pace of change in-line with corporate & departmental priorities, organisational status & risks (risk level reported, H60 maximum target).

• Business continuity managed (risk level reported, H60 maximum target).

H56 H56 M52

Reporting Frequency: Monthly.

Prospective Actions 1. SIPOC review is

dependent on rollout of Branch SAMPs

2. Risks are managed

through execution of all elements of the AMDP including application of the AMDP – Quality Management System (QMS), regular AMDP Risk Register reviews and monthly meetings with the Asset Management Steering Committee for prioritisation and direction.

3. The Implementation

of the Asset class responsibility Matrix Register into MatMan

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Progress % complete (June 2010) 5% 0f 25% Performance Rating:

Variance Report

3. Business Process Redesign Work-stream Result Measure: a) Improve value for money in sustainable Service Delivery through

redesigning “High-Level” Asset Management business processes across Council based on standard industry: • Best practices (IIMM): • Asset lifecycle approach; and • Asset management roles/ responsibilities.

Result Target: Cross-organisational business processes are implemented as follows: • Capital Works; • Asset Revaluation & Depreciation; • Constructed Assets; • Procure/ Logistics; • Works Management; • Donated Assets; • Miscellaneous (residual process/ issues). Reporting Frequency: Monthly. Performance Assessment: W&S: Capital works Investment analysis working team established. W&W: Capital works Investment analysis working team established. Commenced implementation/ facilitation & monitoring of FRANK Project. Business Rules Framework discussed with all parties & finalised.

Prospective Actions 1. Workshop preparation

for Depreciation of Assets completed.

2. Workshop preparation

for Depot SAMP Model completed.

3. Asset Capitalisation &

Activation report completed & signed off

4. Future work planned

for Financial Year 2009/10

a) Review of Business Processes with Business Services Water & Waste

b) Depreciation Work group reviewing Buildings accounting standards controls.

c) Review of Depreciation rates for Infrastructure Assets.


Progress % Complete (June 2010) 6.5% of 30% Performance Rating:

4. Asset Management System Work-stream Result Measure: a) Have an integrated and holistic asset management system including

adopting a single source of accurate/timely data. b) Shared data across organisation; appropriately managed. c) Improved utilisation of corporate Asset Management system. d) Shared data across organisation; appropriately managed.

Variance Report

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Result Target Performance Assessment: • Fully utilise Corporate System(s)

to manage asset maintenance;

• Facilitate the setup of Asset Classes in MatMan Asset/ Works Management.

Bridges Project Implemented . Parks Data loaded into MatMan Agreement by Business Support (FA Section) to align FAR with proposed Maintenance Asset Register Commenced implementation of Work Order management for Cemeteries

Develop Business Processes and procedures that are aligned with Corporate System functionality & support of accurate and timely data capture.

Parks “run sheet” developed & implemented. Work practices changed to accommodate data capture on “run sheets”

MatMan v12 Upgrade (given ICS approval) - align business processes/ procedures with additional functionality and embed into work practices: • Inspections (Sub-equipment

Register); • Accomplishments; • Evidence Based Treatment

Projection (EBTP).

MatMan v12 User Acceptance Testing in progress

SAM Feasibility Study and Implementation (dependent upon approval by ICS).

SAM Pilot project in progress Data load started

GIS Integration: • MatMan/ GIS; • Oracle Projects/ GIS; • SMEC/ GIS.

Commenced MatMan /GIS integration. Project Brief completed.

Streamline data capture and work management, facilitating ‘on the job’ data capture, automated work dispatch and remote work requests; by developing a Proof of Concept document for remote data collection and dispatch linked to the Maintenance Management System.

Review of the Scope of Project in progress

Prospective Actions 1. Continue

implementing the MatMan corporate system for all asset classes –. Refer Maintenance Management User Group (MMUG) Minutes # 1888618

2. Systems

Implementation for Community Sport & Cultural Services in progress.

3. Rollout of remaining

Proof of Concept reliant of progress at a Department level (CS&CS Assets implemented as a single POC.)

4. Review of the

Implementation of Parks data into the Maintainable Asset Register (MAR) from the Donated Asset Business Process.

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Progress % complete (June 2010) 4% of 25% Performance Rating:

Variance Report

5. Asset Management Plan Work-stream Result Measure: a) Facilitate the provision of Strategic Asset Management Plans

(SAMPs) linked to service delivery requirements of Council. b) Have capital maintenance and refurbishment activities planned and

optimised; through coordinating & facilitating the development of (AMPs) for all Council assets.

c) Have project selections based on effective planning and evaluation of risks and life-cycle costs; through facilitating that AMPs detail future recurrent and Capital Works expenditure. Focus: Planned Maintenance/ Management work practice

d) Ensure AMPs (strategic and tactical) are “fit for purpose”; using IIMM standard. Result Target:


Result Target Performance Assessment: The completion of 18 SAMPs, including applying AMDP quality review using IIMM standards. (Refer Key Milestone Swim-way Asset Management Plans - #1944335).

Preliminary work has commenced on following SAMP’s. Cemeteries (currently being Q/R) Inner City Facilities

Facilitate and directly assist the continued development/ creation of AMPs written with a tactical focus initially and strategic later.

Preparation of TAMP/SAMP Lifecycle Process. (Refer #2188887).

AMPs input on a best efforts basis (currently estimated at 60-80%): • Capital works project selection

generated via the Strategic Asset Management (SAM) software;

• AMPs to be used to inform all future financial models;

• Apply Quality Review for AMPs (350 Tactical, 18 Strategic).

The AMDP formalisation of the Q/R process has commenced (Refer #2143965)

Prospective Actions 1. Continue assisting

AMP Teams in creating AMPs

2. Project Plan for Depot

Strategic AMP Model has been completed & signed off.

3. The development of

some TAMPs / SAMPs has been effected by a resource constraint and associated demand.

4. The AMDP Team is

undertaking the review of the TAMP / SAMP Lifecycle Process with focus on Services delivery and major Asset Classes.

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BRANCH CORPORATE COMMUNICATION Mission: To deliver quality communication, marketing and promotion services,

community engagement activities, media management and civic events to and on behalf of the council to enable it to achieve its strategic corporate communication objectives

Officer Responsible: Manager Corporate Communication Staffing Level (FTE) 8


YTD Actual ($)

YTD Budget Revised

($)

Var ($) Var (%)

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

Revenue 64 0 64 n/m Expenditure 305,911 318,244 12,334 4% • UNFAVOURABLE: Although positive,

the variance is directly related to the budget cash flow of contributions, donations and internal charging YTD. The monthly budget position will be addressed in the next budget review

*Significant Corporate Communication activities August 2009:

• The Corporate Communication Branch has commenced a review of the 2009/10 Operational Plan Outputs and initiatives. Opportunities have been identified and new initiatives will be implemented at the October review

• Planning has begun to establish a 5 year Strategic Plan 2010 - 2015 for the Branch. A visioning exercise and series of workshops will be held with the staff and stakeholders between September and December 2009

• A review of Council’s advertising policy began in August with the view of establishing a consistent corporate approach to advertising, maximising Council’s corporate image and exposure across the region and creating budget savings. An advertising audit will be conducted in September

• The Branch meeting process and content has been reviewed and opportunities for improvement identified by the team have been implemented

• A review of the Branch Structure and communication framework has begun to compliment and maximise the effectiveness of council’s media policy

• Branch resources and structure are under review including use of Web and electronic resources to streamline operations for Council and Branch operations where practicable

• The Media Community Engagement Officer based in Mossman is now operating permanently in Cairns two days per week

• In conjunction with the Corporate Performance team, Corporate Communication is involved in investigating a new Web content Management tool for council’s Website

• A Corporate risk Register has been developed for the Branch

Prospective Actions Continue to monitor results.

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• Corporate Communication Disaster Management strategy currently being updated in the Emergency Action plan

• A new annual event has been added to the Corporate Communication calendar of civic events. The inaugural baby welcoming ceremony and family activities was held on Sunday 30/08/2009 in council grounds and has been scheduled for Sunday 08/08/2010

• Lee finkelstein is replacing Media Coordinator Sonja Anderson whilst on Annual Leave during the month of September

• Corporate communication has begun coordinating council’s involvement in Breast Cancer Awareness month including pink lighting at the Lagoon, City library and council Chambers foyer 1 October 2009

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ACTIVITY Community Events and Civic Relations Mission: To deliver quality community and civic events to and on behalf of the council

Output Title Output Description 1. Civic & Protocol Events Delivery of a range of civic events including visiting delegations, civic

welcomes, Mayoral receptions, recognition of VIPs and dignitaries and support for Sister Cities activities.

2. Annual events A range of civic events that council either delivers or plays an active part

3. Extraordinary events Unscheduled, one-off events and activities supported and budgeted for by council.

4. Citizenship ceremonies Formal new citizenship welcoming ceremonies held in association with DIMA under delegation to the Mayor from the Federal Minister.

5. Sponsorships Sponsors secured for various Council organised events and activities to reduce the cost burden on ratepayers.


Performance Rating:

Variance Report

1. Civic and Protocol Events Result Measure: a) Number of scheduled events held. Result Target: Delivery of events as per agreed planned annual schedule Reporting Frequency: Monthly Performance Assessment:

Prospective Actions

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Performance Rating:

Variance Report

2. Annual Events Result Measure: Number of scheduled events held. Result Target: Delivery of events as per agreed planned annual schedule. Reporting Frequency: Monthly. Performance Assessment:

Event Projected number of participants

Actual number of participants

Seniors’ Week Sunday Brunch

80 70

Seniors’ Week Community BBQ

200 180

25 Year Service Dinner 115 100 Welcoming Baby Ceremony

190 150

Prospective Actions

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

Variance Report

3. Extraordinary Events Result Measure: a) Number of unscheduled, one-off events and activities supported and budgeted for by Council. Result Target: Delivery of events in accordance with budget. Reporting Frequency: Monthly Performance Assessment:



USA People to People Students Visit

100 100

Japanese Student Group – Chou City

25 25

Student Visit - TAS 45 45

Prospective Actions

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Performance Rating:

Variance Report

4. Citizenship Ceremonies Result Measure: a) Number of ceremonies held. Result Target: Delivery of ceremonies as per DIMA-approved schedule. Reporting Frequency: Monthly Performance Assessment:



Citizenship Ceremony 38 36

Prospective Actions


Performance Rating:

5. Sponsorships Result Measure: a) Sponsorship targets of support for each event met. Result Target: 100% achievement of sponsorship targets. Reporting Frequency: Monthly

Variance Report

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Performance Assessment:

Organisation Method of payment Total contribution Cairns Hilton – 25 year Service Dinner prize

Accommodation and Dinner

$400

Cazaly’s – Seniors’ Week

Vouchers $100

Telstra – Seniors’ Week

Gift Bags $400

Holiday Inn – Seniors’ Week

Complimentary Morning Tea

$600

Half Moon Bay Golf Club and Gordonvale Golf Club

Free Golf $1200

Cairns Colonial Club – Seniors’ Week

Complimentary Morning Tea

$600

Cairns Regional Gallery- Seniors’ Week

Free entry $500

Johnson and Johnson – Baby Welcome

Samples of product $200

Portrait Place Photographic Studios

Gift vouchers valued at $142 each x 150

$21,300

Enjo Cleaning Products

Gift $80

Mary Kay Cosmetics Gift Basket $150 Stix and Stones Baby Gift for baby $100

Prospective Actions

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ACTIVITY Media and Reputation Management Mission: To deliver a pro-active quality media management service and provide

strategic media advice to successfully manage the Council’s reputation and professional standing

Output Title: Output Description: 1. Media Releases and News Calls Pro-active information releases on various Council

matters of public interest, for dissemination by media. 2. Disaster management media

coordination Media coordination services provided during disasters impacting the region. Includes vetting Council communication to the community in the recovery phase of a disaster event.

3. Advertising Coordination, booking and placement of classified and display advertising in print, radio and television.

Officer Responsible: Media Officer Staffing Level (FTE) 1


Performance Rating:

Variance Report

1. Media Releases and News Calls

0%20%40%60%80%

100%

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

Newspaper pick-up TV pick-up Radio pick-up

Prospective Actions

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Performance Rating:

Variance Report

2. Disaster management media coordination Result Measure: a) Uptake of media releases and news calls issued to local media

agencies in relation to disaster Result Target: 80% uptake Reporting Frequency: Monthly Performance Assessment:

Prospective Actions


Performance Rating:

Variance Report

3. Advertising

65

6667

68

6970

71


Num

ber

$0$5,000$10,000$15,000$20,000$25,000$30,000$35,000$40,000

Cost Number of Adverts

Result Measure: a) Delivery of programmed schedule of advertising in accordance with

budget. Result Target: 100% uptake Reporting Frequency: Monthly

Prospective Actions

NOTE: This includes booking all classified adverts from other branches through Corporate Communication, other than Positions Vacant, and all display advertising book through branch.

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ACTIVITY RESEARCH & COMMUNITY ENGAGEMENT Mission: To design and deliver quality community engagement, marketing and

promotion activities to inform, educate, consult and involve the community.

Output Title: Output Description: 1. Community engagement campaigns Pro-active community engagement campaigns

designed to engage (inform, consult or involve) residents on identified issues of strategic importance to Council.

2. Marketing and communication campaigns Delivery of educational and information campaigns to the community through various mechanisms including messages on hold, newsletters, new residents’ kits, etc.

3. Corporate image and brand management Prescribe arrangements for use of approved Council logos, including: • Guidelines and templates for style and format of

corporate publications and marketing materials • Monitor adherence to prescribed corporate style

guidelines. • Produce a suite of branded corporate promotional

items. • Maintain Council’s catalogue of professional

photographic images for use in marketing and communication campaigns.

4. Corporate website Manage Council’s customer-centric corporate website including navigation, functionality, branding and content.

5. Corporate Publications

Coordinate design and production of Corporate Plan and Annual Report.

Officer Responsible: Research & Engagement Coordinator Staffing Level (FTE) 2.5 Performance Indicators (Ratings: = Satisfactory, ? = Marginal, X = Unsatisfactory)

Performance Rating:

Variance Report

1. Number of community engagement activites conducted per month

0

2

4

6

8

10


Prospective Actions

July 2009: Cairns Show, Mossman Show, Douglas area corporate communication survey

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August 2009: Douglas eNewsletter (x2)


Performance Rating:

Variance Report

2. Marketing and communication campaigns Result Measure: a) Number of marketing and communication campaigns delivered. Result Target: Delivery of campaigns as per annual schedule. Reporting Frequency: Monthly Performance Assessment: All campaigns delivered on-time and to budget this month (including fortnightly Sun and Gazette Council Corners and Babinda Bytes).

Prospective Actions


Performance Rating:

Variance Report

3. Corporate image and brand management Result Measure: a) Compliance with prescribed style guidelines for use of corporate logo. Result Target: 100% compliance Reporting Frequency: Monthly Performance Assessment: Nil instances of non-compliance in communication material produced this month.

Prospective Actions

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Performance Rating:

Variance Report

4. Corporate Website Result Measure: a) Visits per month: 51920 b) Pageviews per day. 24373 Result Target: a) Visit per month target: 58300 b) Pageviews per day target: 21300 Reporting Frequency: Monthly Performance Assessment:

010000200003000040000500006000070000

Jul

Sep Nov Jan

Mar

May

(a) Total visits(month)(b) Total page views(daily)Target visits (month)

Target page views(daily)

Prospective Actions

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Additional information on website usage: Top web content (in descending order) – August 2009

• Home Page • Jobs at Council (current vacancies) • Employment with Council • Council Contact information • Cemeteries search • eServices • Water & Waste

• Impounded pets • Calendar of Events • Online mapping • Cairns Plan • Tenders pending • CBD map • Festival Cairns

Top Downloads (PDF documents) – August 2009

• Jobs at Council – Vacancy information packages accounted for 19 of the Top 25 downloads • Job application cover letter & cover sheet • Beaches Status Update • Dog registration form • Cairns Plan – Chapter 3, Planning for Districts • Demographic Profile

Top 10 Search Queries (Google Mini) – August 2009 A total of 8356 searches were conducted on Council’s website using the Google Mini search tool. The most common queries this month were:

• Dog registration • Rates • Jobs • Direct Debit • Change of address

• Cairns Plan • Employment • Forms • Population • Land Record Search

Note: this list shows the most common words/phrases queried in the Google Mini search tool on Council’s website. It shows the search terms exactly as keyed in by website users; these do not necessarily translate to page hits or downloads.


Performance Rating:

Variance Report

5. Corporate Publications Result Measure: a) Delivery of scheduled corporate publications on time and on budget. Result Target: 100% compliance Reporting Frequency: Monthly Performance Assessment: Planning underway for production of Annual Report (community version).

Prospective Actions

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