That the report from Executive Support for the month of June 2012 be received and noted.

Transcription

1 3 GOVERNANCE COMMITTEE 15 AUGUST EXECUTIVE SUPPORT MONTHLY REPORT FOR JUNE 2012 Peter Tabulo:jel :1/3/37-30: # RECOMMENDATION: That the report from Executive Support for the month of June 2012 be received and noted. INTRODUCTION: This is the report from the Executive Support Area for Operational Plan Activities for June It addresses the performance of the following Branches and Activities: Chief Executive Officer Cairns Entertainment Precinct Economic Development & Innovation Regional Management Douglas Marketing & Communications CONSIDERATIONS: Corporate and Operational Plans: This report highlights progress against the Executive Support Section of the Operational Plan for the period 1 July 2011 to 30 June Statutory: This report fulfils requirements pursuant to Section 122 of the Local Government (Finance, Plans and Reporting) Regulation 2010 to report regularly (at least annually) on progress undertaken in implementing the Operational Plan. ATTACHMENTS: Current Monthly Activity reports for June PETER TABULO Acting Chief Executive Officer

2 4 BRANCH CAIRNS ENTERTAINMENT PROJECT Mission: To manage and deliver the Entertainment Precinct Project Officer Responsible: Manager Cairns Entertainment Precinct Project Staffing Level (FTE) 3 Operating Initiative Status 1. Detailed reporting to Council and the community through the Cairns Entertainment Precinct reports Relevant linkage(s`) Corporate Goal 6 Plan Due Date Complete (Enter %) Yes (enter ) On Target No * (enter `X) Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 1. CEP Project Management On time against approved budget. 100% As required. Performance Rating: Prospective Actions

3 5 Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 2. Budget controls Project remains within budget and any variations are reported and approved by the EPC. Performance Rating: 100% As required. Prospective Actions Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 3. Community engagement plan Key target objectives are met within agreed timelines 100% As required. Performance Rating: Prospective Actions

4 6 BRANCH ECONOMIC DEVELOPMENT & INNOVATION Mission: To promote the economic development and prosperity of the Cairns region. Officer Responsible: Manager Economic Development and Innovation Staffing Level (FTE) 3.27 Operating Initiative Status 1. Deliver year 1 priorities of the Tropical North Queensland Economic Development Plan in collaboration with Advance Cairns, Cassowary Coast Regional Council, Tablelands Regional Council and Cook Shire Council. 2. Finalise and commence delivery program of the Cairns Economic Development & Innovation Strategy 3. Develop and deliver the Cairns Digital Economy Strategy in conjunction with the FNQROC BroadbandToday partnership. 4. Develop and deliver the Cairns Innovation Agenda as a strategy building on the Tropical Innovation Awards 5. Development of Cairns Film Economy Strategy and delivery of year 1 priorities Relevant Linkage(s) ADVANCE CAIRNS PERFORMANCE AGREEMENT Due Date Complete (enter %) Yes (enter ) 30/6/ % TNQREP 30/9/ % TNQREP 30/6/ % 30/6/ % 30/9/ % On Target No * (enter X) Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 1. Compliance with Agreement Requirements (Advance Cairns) Annual Business Plans and half yearly and annual performance reports are to be submitted to Council in accord with set timeframes. Strategic Plan to Council by end of September; Operational Plan Half Yearly report to Council by 28 Feb.; Annual Report to Council within two months of adoption by AC Board. Progress noted six-monthly Requirement Adopted Due with Date Submitted by Board Council to Council Strategic Plan End of Oct 11 Operational Plan Received with R&P Agreement first quarter 2011 Annual Report Sep 12 KPI s With KPI s Aug 12 Annual Report in progress.

5 7 Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 2. Compliance with Agreement Requirements (TTNQ) Annual Business Plans and half yearly and annual performance reports are to be submitted to Council in accord with set timeframes. Business Plan to Council within two months of adoption by TTNQ Board; Half yearly Report to Council by 28 Feb; Annual Report to Council within two months of adoption by TTNQ Board. Progress noted six-monthly. Requirement Adopted Due with Date Submitted by Board Council to Council Business Plan /05/11 End of Sep 11 26/10/11 Annual Report Dec 11 14/12/11 Half Yearly Report End of Feb 12 Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 3. Compliance with Agreement Requirements (Tourism Port Douglas Daintree TPDD) Annual Marketing Plan and Budget and quarterly and annual reports to be submitted to Council in accord with set timeframes. Annual marketing plan and budget to Council by 31 July; Annual Report to Council within two months of adoption by PDDT Board; Quarterly Reports to Council. Progress noted six-monthly. Requirement Business Plan Adopted by Board Due with Council Date Submitted to Council Current plan runs /06/11 11 Aug 11 26/10/11 Annual Marketing Plan Annual Budget /08/11 11 Aug 11 26/10/11 Annual Report /11/11 31 Oct 11 14/12/11 1st Quarter Report /11/11 Post 30 Nov 11 14/12/11 2nd Quarter Report Post 28 Feb 12 11/04/12 3rd Quarter Report Post 31 May 12 20/06/12 4th Quarter Report Contained in Annual Report

6 8 Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 4. Delivery of Innovation Agenda Deliver Innovations Awards; Develop and deliver Innovation Support Strategy; and Present Cairns Innovation at National Event Annual Report to Council. Monthly 2011 Innovation Awards to be held 30/11/12. Progress and response on track. Growth on 2011 Awards apparent. Monthly Council Report Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 5. Develop a schedule of economic development initiatives in alignment with Cairns Regional Economic Development & Innovation Strategy Develop a series of economic development projects and programs to be delivered in 2011/2012. Annual Report to Council. Monthly Monthly Council Report Economic delivery progress ongoing according to Economic Development & Innovation Strategy and as reported monthly to Council. Focus areas in current quarter include Digital Economy Strategy, Innovation Agenda, and Inward Investment policy and strategy. Operating Budget Assessment: YTD Actual ($) YTD Budget ($) Var ($) Var (%) & Prospective Actions (where variance is +/- 2%) Revenue 111,802 76,258 35, FAVOURABLE Expenditure 2,520,170 2,357,330 (162,840) (7) UNFAVOURABLE Note variance accounted for due to major carried over costings from 2010/2011, cost allocations from other departments and new office costs.

7 9 BRANCH REGIONAL MANAGEMENT DOUGLAS Purpose: Officer Responsible: Staffing Level (FTE) To lead and manage Council s strategic direction in Douglas and assist the communities of Douglas in identifying and achieving their aspirations. Regional Manager Douglas 1 (FTE) Direct Reports (nil) Non Direct reports (132) Operating Initiative Status Relevant linkage(s`) Due Date Complete (enter %) 1. Lead & Manage Council s strategic directions in Douglas Works collaboratively across all departments of Council to ensure a coordinated and integrated approach to the planning and development of Council infrastructure and services in Douglas. Corporate Goals.4, 2.6, 3.1, 4, 6.1, 6.3, 6.4, 6.5, 6.6, 6.7 Yes (enter ) On Target No * (enter `X) Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 1. Strategy & Budget Planning Completion of plans and projects in specified timeframes, plans and projects accepted by various stakeholders in the business. Quarterly Reporting 80% of plans completed in a timely manner Quarterly Port Douglas Master Plan implementation

8 10 Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 2. Community Needs Community satisfaction / perception as measured through community surveys. >75% of respondents satisfied with the services in the Douglas Region Annual Reporting Annually Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 3. Community Engagement & Corporate Communications Identification and completion of Community Engagement activities Timely access to Council for local media outlets. Quarterly Reporting 90% of respondents satisfied (local media outlets) Identification and completion of Community Engagement activities - quarterly Timely access to Council for local media outlets - bi annually Community Engagement TPDD, Chamber of Commerce, Emergency Services re: Eclipse Festival Daintree Business Operators re: Smart Card Trial Existing Lease Holders Port Douglas Water Front (re: master Plan ) Port Douglas Chamber of Commerce (Christmas Celebrations) Douglas Local Disaster Management Coordination Committee

9 11 Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 4. Human Resource Management Measure staff engagement through employee opinion survey results.. >75% of respondents satisfied with regional management) Annual Reporting Annually Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 5. Risk Management Issues proactively identified and managed. Up to date risk register. Monthly

10 12 Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 6. Stakeholder Engagement Participation in key engagements and events at Council, community and industry level. Regular attendance at Douglas community and industry events. Monthly President Port Douglas Chamber of Commerce Douglas Local Disaster Management Coordination Committee Tourism Operators and Businesses in Daintree re: Smart Card Economic Stimulus Port Douglas Neighbourhood Centre re: Eclipse Ambassador program Australia Day Celebrations Community Coordinator Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 7. Leadership Models key qualities of the Council s vision and actively encourages the same in staff measured through staff feedback or a leadership survey. Annual Reporting >75% of respondents satisfied with regional management. Annually

11 13 Performance Indicators (Ratings: = Satisfactory,? = Marginal, X = Unsatisfactory) 8. Innovation and Business Development Partnerships formed where appropriate to deliver outcome. Listing of major partnerships which have provided benefits to Council and the community. Monthly Port Douglas Chamber of Commerce Revitalising Port Douglas MBS Project Port Douglas Chamber of Commerce Solar Eclipse Festival Port Douglas Neighbourhood Centre Eclipse Ambassador Program Daintree Ferry Smart Card Economic Stimulus operators in Daintree and Tourism Port Douglas Daintree

12 14 BRANCH: MARKETING AND COMMUNICATIONS Mission: To deliver quality communication, design, marketing and promotion services, community engagement activities, media management, civic events and events strategy to and on behalf of the Council to enable it to achieve its strategic corporate communication objectives. Officer Responsible: Manager Marketing and Communications Staffing Level (FTE) 9.3 Mission: ACTIVITY Officer Responsible: MANAGEMENT AND ADMINISTRATION To lead, inspire and support the Marketing and Communications team in achieving the Council s Vision and Mission aligned to the Corporate Plan Manager Marketing and Communications Operating Initiatives/Major Projects 1. Ensure Council has appropriate ways of encouraging, listening to and taking account of views about its services and policies and other issues 2. Implement new social media and digital systems of message delivery and information Corporate Completion Date Objective/Notes 3, 6 30 June , 4, 6 30 June Streamline all printed communication and associated collateral 3, 6 30 June Maximise use of website facilities and align all of Council online 3, 6 30 June 2013 activity 5. Widen range of methods of engagement using new technology 6 30 June To contribute towards achieving Cairns Regional Council's vision and corporate themes by having good internal communications which ensure that both staff and Councillors are kept well informed and involved. 3, 4, 6 30/12/12 7. Events 3, 4, 6 Ongoing 8. Update staff development Plan 6 30 June 2013 Services/Outputs Title Description Customer(s) Corporate 1.Performance review of Branch Review of work performed by Branch; Provision of guidance and support to improve outputs; Includes the review of Branch performance in the following areas: Operational leadership and management; Budget management; Operating initiative management; Workplace Health and Safety performance; Customer Service Excellence. Result Objective/Notes Measure Branch Staff 6 Branch Budget performance Effective and timely completion of Branch operating initiatives Branch Safety Performance 2.Coaching, mentoring, development and support of staff 3.Strategic vision and function for Branch Effective support and development to enable all Branch staff to meet or exceed the performance expectations of their customers. Branch vision, resources and structure to achieve organisational and Branch goals Branch staff 6 Staff performance Staff, Council and customers 6 Council and Customer feedback regarding service

13 15 Services/Outputs Title Description Customer(s) Corporate 4.Customer Service excellence 5.Inspirational Branch Leadership and Management 6.Council General Policies: Media Policy, No. 1:02:17 (#274470) Excellence in customer service across the Branch through participative and pragmatic team leadership, Service Quality, established standards, well informed and well trained staff Innovative leadership and support to enable all Branch staff to meet Corporate Goals and performance expectations of their customers. A Policy which outlines to all stakeholders the formal process to ensure all media releases, statement and inquiries regarding Cairns Regional Council are managed professionally and appropriately Council, Branch staff, stakeholders, suppliers and Community Objective/Notes 2.5, 3.3, 5.2, Result Measure Council Customer feedback regarding service and Branch Staff Team performance and customer feedback regarding service 6[EB1] Advertising Policy No. 1:02:54 (# ) Community Engagement Policy No. 1:05:01, (#998285) Civic Reception Area, Spence Street Policy No.1:05:04 (#273684) Visual and Writers Style Guide Policy No.1:05:05 (# ) Sponsorship of Council s Activities and Assets Policy No. 1:03:03 (#283473) Align policy with guidelines regarding advertising placed by Council in various media and associated budget control A Policy which broadly defines Council s approach to the engagement of our community Engaging the community: A two way Street A Policy which defines the criteria for use of the Civic Reception Room and Foyer at Council Chambers, Spence Street A Policy to ensure consistency and authenticity of Cairns Regional Council s corporate image and visual branding A Policy for the acknowledgement of sponsorship of Council activities and Assets by businesses, organisations, communities and individuals

14 16 Performance Measurement Result Measures Result Measure (Title) (Description) 1.Branch Budget Provision of performance services within resource constraints Result Targets Source of Data Reporting Frequency Revenue and Oracle Financials Quarterly Expenditure for the Branch in the range of 0-5% under budget 2.Timeliness of Branch operating initiative completions 3.Delivery of information to residents 4.Branch Safety Performance 5.Council and Customer feedback regarding service ACTIVITY All operating initiatives in the Operational Plan are planned for completion within the financial year Newsletters, Council Corner and news releases are distributed on time. Safety performance of the Branch as measured by the Lost Time Injury Frequency Rate and the Lost Time Injury Duration rate Monthly assessment of the customer feedback regarding service 90% of initiatives completed by year end 100% timeliness for delivery of messaging through newsletters, news releases and Council Corners Branch Lost Time Injury Duration Rate at or below Council s target Branch reports Branch reports Business Reports Objects Annually Quarterly Monthly to POD Monitor performance Branch records Quarterly CIVIC EVENTS /EVENTS & LOGISTICAL SUPPORT Mission: Officer Responsible: To align Council s involvement in events with organisational strategic direction; and to deliver high-quality, well-managed civic events. Events & Sponsorship Strategist Operating Initiatives/Major Projects 1. In consultation wider organisation, streamline the operation of Civic events to improve efficiency and bring into line with Council s goals under the Cairns Regional Council Events and Sponsorship Strategy. 2. Review Australia Day proceedings and deliver a celebratory awards dinner ceremony to acknowledge Citizens of the Year. 3. Review Events protocol for the delivery of events to a consistent high standard across Council. 4. Review Carols By Candlelight to deliver a renewed entertainment package in the most efficient manner and to also create a more community inclusive event as well as ensure maximum exposure to the Mayor s Christmas Appeal. 5. Implementation of online events portal through Council s online event calendar. 6. Audit current events support material to ensure AV and other supplies deliver highest standard events. Corporate Completion Date Objective/Notes 6 30 June January June June December June 2013

15 17 Outputs/Services Title Description Customer(s) Corporate Objective/Notes 1 Implementation of Ensure a proactive approach in Council and 3, 5, 6 Cairns Regional regard to the strategy behind events. community Council Events and Ensuring Council events are Sponsorship Strategy. structured according to five delivery priority categories, underpinned by economic prosperity and sustainable 2 Create organisationwide, consistent methodology for Council s involvement in events. 3 Improve the professionalism, strategic approach and reach of all Department Civic events growth through events. Create event manual and checklist for internal agents hosting events on behalf of Council. Improve the standard of events and stakeholder satisfaction. Council 3, 5, 6 Internal external customers and 3, 6 Performance Measurement Result Measures Result Measure (Title) (Description) Increase / improvement in 1.Implementation of event management Cairns Regional throughout the Council Events and region. Align Sponsorship Council with events Strategy. that reflect Corporate goals and vision[eb2]. 2.Create Create event organisation-wide, manual and consistent checklist for internal methodology for agents hosting Council s events on behalf of involvement in Council. events. 3.Improve the professionalism, strategic approach and reach of all Department Civic events Development feedback mechanisms. of Running events within budget. Result Targets Source of Data Reporting Frequency Corporate Annual Communication Council records Create & roll-out event manual and checklist for internal agents hosting events on behalf of Council. Work toward increased uptake over subsequent years. Delivery of events as per agreed planned annual schedule. Addressing of any/all post-event concerns within 48hrs. Forecasted event financials Corporate Communication records Corporate Communication records Bi-Annual Quarterly to

16 18 Mission: ACTIVITY Officer Responsible: MEDIA MANAGEMENT To deliver a pro-active quality media management service and provide strategic media advice to successfully manage the Council s reputation and professional standing Media Officer Operating Initiatives/Major Projects 1. Ensure Council has appropriate ways of encouraging, listening to and taking account of views about its services and policies and other issues 2. Implement new social media and digital systems of message delivery and information Corporate Objective/Notes Completion Date 3, 6 30 June , 4, 6 30 June 2013 Operating Initiatives/Major Projects[EB3] Title Description Customer(s) Corporate Objective/Notes 1.Update Media, social media and Advertising General Policies 2.Develop campaign strategies 3.Update advertising strategies media 4.Provide media training resources Review and revise the current Council media and advertising policies to include media protocol and charter Review the process of creating Media campaigns and develop a strategy to maximise council s positive reputation and image within the Community Review and revise Council s Advertising Strategy and make recommendations to maximise the achievement of Council s Goals and budget Make available resources to assist Councillors and staff in all aspects of media contact, in line with and complementing Council s media policy Council and media Council and community Council and community Council, media and community 3, 6 3, 6 3, 6 6 Output/Service Title Description Customer(s) Corporate 1.Media Releases and News Calls 2.Disaster management media coordination Pro-active information releases on various Council matters of public interest, for dissemination by media. Media coordination services provided during disasters impacting the region. Includes vetting Council communication to the community in the recovery phase of a disaster event and strong use of social media. Media; recipients on newsletter list. Disaster Coordination Centre team members; Disaster Management Plan team members; community; media Result Objective/Notes Measures 6.5 Media releases & News Calls 4.5 Disaster management media coordination

17 19 3.Advertising Coordination, booking and placement of classified and display advertising in print, radio and television. All Branches Council 6.3 Advertising Performance Measurement Result Measures Result Measure (Title) (Description) 1.Media Releases Uptake of media and News Calls releases and news calls issued to local media agencies 2.Disaster management media coordination Uptake of media releases and news calls issued to local media agencies in relation to disaster events, social media views 3.Advertising Delivery of programmed schedule of advertising in accordance with budget. Result Targets Source of Data Reporting Frequency 80% uptake Corporate Quarterly Communication records including Media Monitor service reports. 80% uptake on Corporate Quarterly releases and news Communication calls, positive records including growth in social Media Monitor media service reports. views/response 100% budget compliance Corporate Communication records Quarterly ACTIVITY ACCOUNT MANAGEMENT Mission: Officer Responsible: To design and deliver quality community engagement, marketing and promotion activities on behalf of Council to inform, educate, consult and involve the community. Account Managers[EB4] Operating Initiatives/Major Projects Title Description Customer(s) Corporate 1.To implement new social media and digital systems of message delivery and information 2.Manage redevelopment Council s Intranet of 3.Improve staff involvement and engagement with corporate vision and themes Implement a corporate social media policy which allows flexibility for application across the organisation and which allows for the growth and development of social media as a valid communication tool. In collaboration with IS, review options for the implementation of a CMS for the Intranet. Manage the development and implementation of the recommended CMS. Implement a changing In the Hot Seat section on the staff intranet website that deals with current issues. Continue with rollout of revised internal communication strategy. Council community and Council 6 Council community and Objective/Notes 6, 2 3, 6

18 20 4.Manage a review of the corporate CRC website information architecture. Implement recommendations from the review. 5.Deliver e-newsletter functionality on the corporate CRC website Review the existing information architecture on the corporate website. Benchmark with other Council websites and implement a new improved information architecture which will be customer focused. Explore e-newsletter options and implement the most resource and cost effective software system to meet existing and future needs of the organisation. Deliver e-newsletter format to Council-wide. Council staff, Council and the community Council and the community 6, 2, 3 6, 2 6.Develop a suite of generic corporate CRC materials Design and develop a brochure and booklet which provide visitors with an overarching snapshot of the work of Council. Council and the community 6, 2 Output/Service Title Description Customer(s) Corporate 1.Community engagement campaigns 2.Marketing and communication campaigns Advise and support planning and delivery of pro-active community engagement campaigns to engage (inform, consult or involve) residents on identified issues of strategic importance to Council. Delivery of educational and information campaigns to the community through various mechanisms including messages on hold, newsletters, new residents kits, etc. Council, community Council, community the the Result Objective/Notes Measures 6.2, 6.5 Community engagement campaigns 6.1, 6.5 Marketing and communication campaigns

19 21 3.Corporate image and brand management 4.Corporate website 5.Corporate Publications 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. In collaboration with IS, review and oversee development of new CRC business unity websites. Manage Council s customer-centric corporate website including navigation, functionality, branding and content. Coordinate design and production of Corporate Plan, Annual Report and Budget documents. 6. Internal Comms Review of Internal communications, delivery of Staff Newspaper monthly and further roll-out of electronic communications, including provision of access for outside workforce. Councillors, staff 6.4 Corporate image and brand management The community; Councillors; Council staff Council; community. the Council staff 6 6.2, 6.5 Corporate website 6.2, 6.5, 6.7 Corporate Publications

20 22 Performance Measurement Result Measures Result Measure Result Targets Source of Data Reporting (Title) (Description) Frequency 1.Social media Number of new Target: 40 Facebook stats Monthly facebook friends per month Target: 700 Monthly active users 2.Marketing and Number of marketing Delivery of Branch records Monthly communication and communication campaigns as per campaigns campaigns delivered annual schedule. Council Corner (Cairns Sun/Mossman Port Douglas Gazette/ Babinda Bytes) produced as per annual schedule 3.Internal Comms Delivered monthly 100% Branch records Monthly 4.Corporate website Visits per month Target: 50,000 Council Monthly Page views per Target: 180,000 smarterstats month reports 5.Corporate Publications Delivery of scheduled corporate publications on time and on budget 100% compliance Branch records Monthly[EB5]