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HomeMy WebLinkAboutCAO-06-033 - Communications Audit Update4 _-`~ _ _ TC NE ~ ~ ChiefAdministratar`s Office Report To: Mayor Carl Zehr, Chair and Members Audit Committee Date of Meeting: May 8, 2006 Submitted By: Carla Ladd; Chief Administrative Officer Ext. 2350 Prepared By: Shelley Adams, Director, Community and Corporate Planning Ext. 2476 Ward(s) Involved: All Date of Report: May 2, 2006 Report No.: CAO-06-033 Subject: COMMUNICATIONS AUDIT -UPDATE RECOMMENDATION: That the mandate for the Communications and Marketing Division as outlined in Chief Administrator's Office report CAO-06-033, dated May 2, 2006, be endorsed. BACKGROUND: In July 2005, The Audit Committee requested a comprehensive review of the City's Corporate Communications and Marketing Division. Objectives included a review and analysis of mandate, organizational structure, financial, external cost comparisons, and presentation of services provided. Methods of collecting the data included interviews, research, testing, benchmarking and analysis. In January, 2006, Council received the results of that review (CAO-06-004). Findings confirmed both the value and effectiveness of the Division to the Corporation. In addition, 12 recommendations were made in the areas of role clarification, customer service, staff development and with respect to specific Communications and Marketing initiatives/projects. REPORT: This report serves as an update on activities specific to the Communications and Marketing Audit since January, 2006. Over that period, the full staff team has met a total of four times to review and discuss mandate, departmental structure/roles/responsibilities, and the optimum profile of a divisional director, in preparation for the recruitment currently underway. As well, divisional staff meetings and, now, project team meetings, have resulted in implementation strategies to action most key recommendations put forward in the audit. Mandate: The Corporate Communications and Marketing Division mandate includes three broad functions: to share information, rp omote enterprises, programs and services, and educate the ublic. The following chart, developed in collaboration with the division staff, serves to clarify the mandate and provides the basis upon which an internal communications education program will be developed and implemented. COMMUNICATIONS Share information -internal and external customers Educate public Oversight of corporate survey program Proactively manage messaging of: o Issues and related City actions & responses o Key decisions o Protection of sensitive info (legalities) o Involving key stakeholders Foster two-way communication -public engagement Internal communication o Philosophy/principles o Communications standards o Consult/advise/guide Support to Council o Media work for issues supported by Council as a whole o Responses on local issues MARKETING • Share, educate, promote • Intent of promotion o Success in enterprises o Financial viability of services o Accessibility, affordability o Economic development • Evaluation o Need to do to determine effectiveness • Fostering relationships with business partners • Market research/Competitive Intelligence o Program development o Buying patterns o Information sources (medium) o Policy development o Effective design • Surveys in collaboration with operating department Functions and services no longer provided to the corporation through this division include: • Special events planning -continue to provide support • Report writing for operating departments (Committee and Council reports, business plans, etc), • Basic administration of other department's communication and marketing projects (mailings, product delivery, etc). A specific recommendation noted `that the mandate of the Communications and Marketing Division be examined in relation to support for Council and individual Councillors and opportunities be investigated to provide appropriate support.' In this regard it is proposed that the following support be provided to Council: Media work for Council supported positions and responsibilities Council response on issues Research and assistance for council supported involvement with senior levels government and affiliated organizations such as FCM, AMO, BCMC, and LUMCO. • Assistance to Council for large Corporate events (ie. speech writing) The intent of this support to Council is to not put Communications staff in a conflict position whereby they are requested to develop material that is contrary to a Council position or decision. It should be noted that additional assistance and support is provided by the Mayor and Council office staff with respect to: • providing advice and recommendations to Council on a variety of matters. • Researching issues. • Preparing and summarizing reports for Council. • Preparing newsletters, speeches, briefing notes, greetings and other pertinent correspondence for Council. • Liaison with other City staff, constituents, and other external stakeholders on behalf of Council. • Support for individual Councillor involvement in networks and organizations • Support for individual Councillors on issues Divisional Structure: Staff are in support of the attached draft structural model dated May 4, 2006. It is transitional in nature, anticipating that the new director will work with the full staff compliment to review and revise if required. The proposed structure reflects the following elements: • retains a Director fully dedicated to the Division, • proposes atwo-manager model that shifts some responsibilities from the director portfolio to the manager of communications, thus enabling the director to focus more at the leadership and strategy level, both in the division and for the corporation , • suggests some titling changes to align the communications positions more closely with marketplace. • retains Tourism as a function within the Division, in the short term, while the City explores opportunities for region-wide tourism collaborations, and, • relocates Print Shop from Corporate Services to Communications and Marketing, reporting to the Manager of Marketing and Creative Services. This move would benefit the City by; creating a closer working relationship and facilitating a more coordinated work flow between the divisions, providing ready access to a Manager who will work with staff to action items identified in the Print Shop audit, and capitalizing on the Manager of Marketing and Creative's print shop and copy centre experience vis a vie the eventual modernization of equipment and services. At the request of the CAO and Human Resources, staff have contributed substantially to the development of the profile guiding the recruitment and hiring of the Director for the Division. Key qualities and skill-sets line up well with the essence of our corporate cultural shift, the redefined mandate of the Division, and the communications and marketing expertise needs of the division and the corporation as a whole. Action in Response to Audit Recommendations: In addition to actions taken in regard to the mandate and organizational review (outlined above) divisional staff have reviewed other key recommendations, identified work teams, and are in the early stages of implementation. Examples include: • an interactive and ongoing media training program for City of Kitchener staff and Council has been designed to include both "classroom" and one-on-one media coaching. Communication staff is working in cooperation with Corporate Management Team, focusing first on Council and the CAO and General Managers and, subsequently, on additional staff who would benefit from such training. • With respect to the issue of role clarification, and with the refined mandate as an anchor, the Division has identified a work team to design and implement a communications strategy that educates internal customers re: available services, mutual roles and responsibilities, preferred processes, and timeframes. The roll out of the strategy and related internal education component will be implemented under the lead of Sr. Public Affairs Officer, in the Fall of this year. • A review of the City's website is underway. As a first step, staff are researching best practices and looking to other municipal sites for examples. FINANCIAL IMPLICATIONS: Costs associated with the media training program are available within the corporate training budget. COMMUNICATIONS: Following approval of the proposed reorganization, the transitional structure for the division and the clarified mandate will be shared with the Corporation. The "communications road show", slated for a Fall 2006 implementation is the perfect vehicle through which this important information can be provided. Carla Ladd Shelley Adams, Director Chief Administrative Officer Community and Corporate Planning 0 U ~ 0 0 N