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Agenda – Finance & Administration Committee 21/8/08 - #1783240

FINANCE & ADMINISTRATION COMMITTEE

21 AUGUST 2008

2 2008 / 2009 EXECUTIVE OPERATIONAL PLAN L. Kirchner : 1/3/87: #1780584

RECOMMENDATION: That Council adopt 2008/2009 Executive Operational Plan.

INTRODUCTION: At the budget meeting on the 23 July, Cairns Regional Council adopted the 2008/2009 Operational Plan at a strategic level. Council now needs to consider the detail contained within each Department’s operational plan.

BACKGROUND: Section 508 of the Local Government Act places a mandatory requirement on Councils to prepare and adopt a operational plan. However, the Local Government Reform Implementation Regulations specifically exempts Council from the requirement to comply with Section 508 until 1 July 2009.

The Executive Management Team however believes in the interest of good governance that the 2008/2009 Operational Plan should be presented to Council at the Departmental level so that Councillors can be more fully informed of the operations of Council.

COMMENT: Councillors should note that the focus in preparing this material has been in the content not the presentation and therefore the format used by the former Cairns City Council has been used to streamline the production of these documents.

CONSIDERATIONS: Corporate and Operational Plans: Council’s Corporate Performance Branch will now focus on the development of the 2009 / 2013 Corporate Plan and associated Operational Plan in consultation with Councillors, staff and the community.

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Statutory: The exemption under the Local Government Reform Regulations are noted. Policy: Not applicable. Financial and Risk: The Departmental Operational Plan defines the detailed expenditure within adopted budget. Sustainability: Adoption of the Departmental Operational Plans will assist the community to better understand the breath of Council activities and projects as well as operational core business activities.

CONSULTATION: Not applicable

OPTIONS: That Council note the Departmental Operational Plan 2008/2009. That Council seek further clarification on a specific item within the plan.

CONCLUSION: It is appropriate for Council to now adopt the Departmental Operational Plan.

ATTACHMENTS: A copy of the Executive Operational Plan (#1654651). Linda Kirchner Manager Corporate Performance Noel Briggs Chief Executive Officer

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12. DEPARTMENT EXECUTIVE Mission: To provide effective advice to Council and the community and to ensure that the policy directions and operational plan are

implemented.

Officer Responsible: Chief Executive Officer

Staffing Level (FTE) 10.3 Financial Summary 08/09 Budget 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget Revenue 368,460 0 0 0 0 Expenses 4,102,175 3,291,664 3,437,496 3,589,840 3,748,991

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


Staffing Level (FTE) 2.0

Financial Summary 08/09 Budget 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget Revenue 350,000 0 0 0 0 Expenses 1,608,234 1,074,984 1,119,209 1,165,263 1,213,219

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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.

Outputs Title Description Customer(s) Result Measures 1. Leadership & Human

Resource Management Provide leadership that reflects the values of the organisation and ensure that operations are executed in accordance with policy and legislative requirements. Implement performance management throughout the organisation.

Community, Council & Staff Compliant plans & work practices. Staff engagement & turnover. Completion of performance plans. Delivery of organisational training plan.

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

Community, Council & Staff All business plans are approved by Council and are in accordance to the Local Government Act (2001). Budget plans are approved by Council.

3. Budget & Program Management

Ensure implementation of Council plans, resolutions, policies and decisions. Exercise management of the daily operation of the Council organisation. Exercise management of Council Financial operations.

Community, Council & Staff Plans are implemented and achieve desired strategic outcomes. Operational efficiency, services and output standards are obtained. Financial management systems complies with best practice and statutory requirements.

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4. Risk Management Ensure development and maintenance of

appropriate systems, procedures and performance standards to manage Risk. Report all escalating Risk with appropriate mitigating processes established.

Community, Council & Staff Complaints and reported breaches to guideline remain at a stable level. Internal and External audits and reviews are unqualified.

5. Community Engagement Develop & implement an appropriate community engagement strategy. Develop & implement an appropriate communication strategy.

Community, Council & Staff Community satisfaction. Proactive media coverage.

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.

Community, Council & Staff Participation in council, community & industry events. Professional membership & active participation in at least 2 professional bodies. Staff satisfactory levels.

7. Innovation Identifying a long term vision to create a sustainable future. Encouraging & fostering an environment for creativity.

Community, Council & Staff Implement the plan to deliver that vision. Staff are recognised & rewarded for developing & creating innovative business solutions.

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Staffing Level (FTE) 2 Operating Initiatives Relevant linkage(s) Completion Date 1. Manage ongoing implementation of Amalgamation Corp Plan 10.2.2 June 09

2. Progress implementation of the scheduled elements of AMDP Corp Plan 10.2.2 June 09

3. Develop & implement strategy to improve organisational performance Corp Plan 10.2.2 June 09

Financial Summary 08/09 Budget 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget Revenue 350,000 0 0 0 0 Expenses 822,529 492,016 512,506 533,855 556,097

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ACTIVITY ASSET MANAGEMENT DEVELOPMENT PROGRAM Mission:

AMDP is an organisation wide change management program with targeted objectives for improving Council wide operational effectiveness and efficiency in service driven asset management.

Outputs Title Description Customer(s) Result Measures Asset Management Development Program (AMDP)

“We will have sustainable community infrastructure enabling service delivery that positions Cairns as the best region in Australia and the Asia Pacific”

CEO/ Sponsors Program Management Organisational Development Work-stream Objectives Business Process Re-design Work-stream Objectives AM System Implementation Work-stream Objectives Asset Management Plan Work-stream Objectives

Officer Responsible: Manager Asset Management Development Program

Staffing Level (FTE) 6 Operating Initiatives Relevant linkage(s) Completion Date N/A

Performance Measurement Result measures have been endorsed by the Executive Sponsors. Priority of delivery of result measures are directed by AMSC (EMT) & are subject to change. Delivery of Result Targets is directly related to the coherence of AMDP Branch Project Plans, their active Branch Management and delivery of their objectives.

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Result Measures (Title) Result Measure

(Description) Result Targets Source of Data Reporting Frequency

Program Management

Best practice Program Management approach adopted.

Roll out AMDP Quality Management System based on Guidelines for quality management in projects, AS ISO 10006:2003 (all branch projects compliant with QMS through quality review process -% measure)

Quality review reports for work-streams & branch projects summarised into AMDP Branch Project Status Report.

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

SIPOC sheets review during SAMP quality reviews (8 x SAMP’s).

All management and staff using best practice asset management.

Trained/Awareness: • Asset Management

(approx 150 staff) • Systems (approx 50

staff) • Business Process

Redesign (approx 200 staff)

• Implemented Standard Roles & Responsibilities (approx 50);

Organisational Development Work-stream

Smoothly managing organisational change.

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

Communication: • Strategy / planning &

managing pace of

Will be evidenced based, from a broad set of sources, including Branch Project Plans, Deliverables inc:

• Level 2 OD Work-stream Report

• SIPOC sheets & SAMP’s

• Training Records

• Program/Branch Risk Registers

Reported through the Level 1/ 2 Reports and consolidated into the AMDP Milestone Chart; monthly at the Asset Management Steering Committee Meetings

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change inline within Corporate & Divisional priorities /Organisational Status / Risks (risk level reported, H60 maximum target).

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

Business Process Redesign Work-stream

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.

Cross-organisational business processes are aligned to implement best practice AM (3/ 6 high level business processes reviewed, documented & signed off).

• Level 2 BPR Work-stream Report

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

No duplicate / Shadow system (migrate 5 primary shadow systems).

AM System Implementation Work-stream

Shared data across organisation; appropriately managed.

• Portfolio Asset Classes (13) utilising MatMan Asset/ Works Management (50% complete)

• Business processes are aligned with integrated system solution functionality & support accurate and timely data capture (Asset/ Works Management Process reviewed & signed off)

System Implementation Work-stream Level 2 Report

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• Council wide acceptance of the quality and accuracy of the data (8 proof of concept documents signed off by agreed parties);

Improved utilisation of corporate AM system

Establish User Group

Asset Management Plan Work-stream

Effectively engage the community in asset investment decision-making; through providing strategic Asset Management Plans (SAMPs) linked to service delivery requirements of Council.

Information workshop(s) with elected members with regard to asset strategies.

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

AMPs written with tactical focus initially and strategic later (350 Tactical, 8 Strategic).

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

Percentage of project selections (25%)

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

Apply Quality Review for AMP’s (350 Tactical, 8 Strategic).

AMP Work-stream Level 2 Report

Financial Summary 08/09 Budget 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget Revenue 0 0 0 0 0 Expenses 785,704 582,968.00 606,703 631,408 657,122

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BRANCH CORPORATE COMMUNICATIONS Mission: To deliver quality community engagement activities, media management, and civic events to and on behalf of the Council to

enable it to achieve its community relations objectives.

Officer Responsible: Manager Community Relations

Staffing Level (FTE) 8 Financial Summary 08/09 Budget 09/10 Budget 10/11 Budget 11/12 Budget 12/13 Budget Revenue 18,460 0 0 0 0 Expenses 2,493,942 2,216,680 2,318,286 2,424,578 2,535,772

ACTIVITY EVENTS AND CIVIC RELATIONS Mission: To deliver quality community events and civic events to and on behalf of the council to enable it to achieve its community relations

objectives. Outputs Title Description Customer(s) Result Measures 1. Calendar of civic events The capture and broadcast of all Council

related activities for each year, also posted on Council's website.

Community, interest groups, Councillors, staff

Timely distribution of the civic event calendar

2. Civic event invitation list and invitations

This list contains the names of all VIPs to be invited to a variety of Council related functions at the discretion of the Mayor.


Appropriateness and timeliness of civic event invitations

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3. Protocol events and

activities Visiting delegations; civic welcomes; Mayoral receptions; recognition of VIPS and dignitaries; Sister Cities activities.

VIPS; invited guests, visiting delegations and dignitaries.

Number of protocol events and participant rates

Seniors' Week Aug 2008 Gordonvale Fun Weekend Aug 2008 Cairns Garden Awards Aug 2008 Mossman/Port Street parties Aug 2008 Cairns Hockey International Aug 2008 EnviroFiesta (CAFNEC) Aug 2008 Fish Restocking Program Oct 2008 Mayor's Christmas Cheer Appeal

Nov/Dec 2008

Handel’s Messiah – Civic Theatre

Dec 2008

Carols by Candlelight Dec 2008 Australia Day Jan 2009 Rotary Exchange Student farewell

Jan 2009

FNQYA Fund annual award ceremony

Feb 2009

Chinese New Year Feb 2008 Red Cross Appeal launch Mar 2009 Red Cross/Red Shield launches

March/April 2009

Anzac Day Apr 2009

4. Special events

Cairns Junior Eisteddfod April 2009


Number of special events, and participation rates

Mayor's Charity Golf Day May 2009 Clean-Up Australia May 2009 Babinda Harvest Festival May 2009 Mossman Show Jun 2009 NQ Games Foundation Jun 2009 Mayor’s Youth Achievement

Fund Jun 2009

25 Year Service Dinner for Staff

Jun 2009

Cairns Show support, displays and community stage program

Jun 2009

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5. Citizenship ceremonies These ceremonies are held every month in

Council's Civic Reception Rooms for 60 guests (average), with families and friends swelling this to more than 100 people. They are held in association with the Commonwealth Dept of Immigration, and under delegation to the Mayor from the Federal Minister. Each new citizen also receives from the Council a tree as a symbol of new beginning and a photograph posed with Mayor or his delegated official. The Mayor wears the Chains of Office for these ceremonies.

People who have been accepted by the Federal Government after meeting new qualifying requirements under the Immigration Act and are therefore eligible to become Australian Citizens.

Number of citizenship ceremonies, qualifying participants and total attendees.

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

Television, radio, press, private organisations, CPA; Qantas; Continental; others.

Number and value of sponsorships provided to Council and secured through Community Relations Branch only.

Officer Responsible: Events and Civic Relations Coordinator

Staffing Level (FTE) 3 Performance Measurement Result Measures (Title) Result Measure


1. Timely distribution of the civic event calendar.

The calendar is required to be available by a set time each year.

Circulation (including posting to the internet) by January each year.

Community Relations records Annual.

Currency of the invitation list Updated every 6 months 2. Appropriateness and timeliness of civic event invitations.

Timeliness of invitation distribution

Invitations distributed 3 weeks prior to any event.

Community Relations records Monthly

3. Number of protocol events and participant rates.

As per title Percentage of invitations taken up


4. Number of special events and attendees, non-invitation.

As per title Percentage of invitation taken up


5. Number of citizenship ceremonies, qualifying participants and total

As per title 12 ceremonies each year; participant and attendee


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attendees. numbers to be monitored 6. Number of extraordinary

events As per title Measure letters and

expressions of appreciation versus complaints


7. Percentage of budgeted payments made to not-for profit groups

Payments made under the approved Resource Agreements

All budgeted payments made for the year.


Operating Initiatives Relevant linkage(s) Completion Date 1. Develop an events strategy to service the organisation. Corporate Plan 8.4.3 Jun 2009

2. Develop a sponsorships strategy to service needs of organisation Corporate Plan 8.4.3 Jun 2009

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ACTIVITY MEDIA MANAGEMENT Mission: To deliver quality media management to and behalf of the Council to enable it to achieve its community relations objectives.

Outputs Title Description Customer(s) Result Measures 1. Press releases Pro-active information releases on various

Council matters of public interest, for dissemination by media.

Media; e-mail recipients on newsletter list.

Number of press releases picked up and run across local media.

2. Media advice Strategic advice on media matters to the Mayor, Councillors, the Executive Management Team and Managers.

Mayor. CEO, Councillor’s GMs; Branch Managers

3. Disaster management media coordination

Media coordination services provided during disasters impacting the City eg cyclones, floods; includes vetting Council communications to the community in the recovery phase of a disaster event.

Disaster Coordination Centre team members; Disaster Management Plan team members; community/media

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

All Council Branches Number and cost of Council placed advertisements.

5. Corporate Publications

Publishing of the: • Corporate Plan, • Annual Report, • Emergency Action Guide • Heritage trails guides

The Council; the community. Timely distribution in accord with organisational requirements

Officer Responsible: Media Management Officer

Staffing Level (FTE) 1

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Performance Measurement Result Measures (Title) Result Measure


Average success rate for each press release in a month, as gauged by the number of local media outlets that run with the release.

1. Number of press releases picked up and run across local media.

Percentage of press releases in a month run by: • The Cairns Post • Mossman Gazette • WIN News • Seven News • Radio stations

Monitor results to assess performance – more careful monitoring of all matters and analysis of which media covered specific subjects.

Media Monitors/Newsltd database/clippings files (captured in spread sheet format for purposes of analysis).

Monthly

Number and cost of advertisements placed each month by function: • Recruitment • Tenders • Other

2. Number and cost of Council placed advertisements.

Number and cost of advertisements placed each month by mode: • Newspaper • Television • Radio

Monitor results to assess performance


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ACTIVITY COMMUNITY ENGAGEMENT Mission: To deliver quality community engagement activities, media management, and civic events to and on behalf of the Council to

enable it to achieve its community relations objectives. Outputs Title Description Customer(s) Result Measures

Number of one-off/ reactive campaigns managed each year.

1. Community engagement campaigns

Community engagement campaigns designed to engage the residents in effective dialogue on particular issues or Council projects; includes campaigns run in accord with an annual program of planned community engagements.

The community

Number of programmed engagements conducted each year.

Number of education / information programs managed each year.

2. Educational / information programs

Pro-active programs designed to address topics of strategic importance to Council Publication of monthly community newsletters. Review and distribution of new residents kits and content. Review and introduce Council services directory.

Council, the community

Website access and usage.

3. Council’s corporate image • Prescribed arrangements for use of approved Council logos;

• guidelines for the style and format of corporate documents;

• guidelines for staff involved in direct contact with the community;

• the style and format of Council's website; • promotions of Council and staff

achievements.

Council, the community

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4. Community engagement

resources Toolkits, guidelines, methodologies, processes, training, records of previous community engagement activities and outcomes, consultancy services

Councillors, staff

5. Internal communication services

"Team Brief" publication, intranet content management

Councillors, staff

Staff satisfaction with Team Brief and the Intranet

6. External communications -newsletters

Publication of periodic external newsletters through various media.

The community; Councillors; Council staff

Satisfaction rating via external surveys of the effectiveness of Council’s communications strategies, and how well the council engages with the community.

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Officer Responsible: Corporate Communications Branch

Operating Initiatives Relevant linkage(s) Completion Date 1. Develop and corporate communications strategy to service needs of the organisation. Corporate Plan 8.4.3 September 2008

2. Review style manual to address all written correspondence. Corporate Plan 8.4.3 On-going 3. Play a lead role in CI project to redevelop Council’s website Corporate Plan 8.4.3 On-going 4. Use external tools to gauge effectiveness of community newsletter, and other external

communications strategies, to identify continual improvement opportunities. Corporate Plan 8.4.3 On-going

5. Prepare and circulate a calendar of programmed community engagement activities for 2008/09

Corporate Plan 8.4.3 July 2008

6. Develop a corporate branding strategy for Cairns Regional Council, including development of new corporate logo.

Corporate Plan 8.4.3 July, 2008

7. Work to incorporate the Douglas Shire community engagement strategy and consultation document and its initiatives into Cairns Regional Council corporate communications structure and identify as an Opportunity for Improvement (OFI) at both branch and organisational levels.

September 2008

Performance Measurement Result Measures (Title) Result Measure


1. Number of community engagement education / information programs/campaigns street talks conducted.

Events conducted over a 12 months cycle which are on the program, and are actually delivered.



2. Website access and usage. Number of hits on Council's website


Information Services Branch Monthly

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