HomeMy WebLinkAboutCAO-07-026 - Corporate Communications & Marketing Audit Update
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Report To:
Date of Meeting:
Submitted By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Mayor Zehr and Members of the Audit Committee
June 11, 200?
Corporate Communications and Marketing Division
All
June 6, 200?
CAO-O? -026
CORPORATE COMMUNICATIONS AND MARKETING
AUDIT UPDATE
RECOMMENDATION:
That City Council endorse the proposed communications, marketing and graphic design support
services for members of Council as outlined in Appendix D of staff report CAO-0?-026.
EXECUTIVE SUMMARY:
In July 2005, the Audit Committee requested a comprehensive audit of the City's Corporate
Communications and Marketing Division. Objectives of that audit included:
· a review of the Division's mandate;
· a review of the Division's organizational structure;
· a financial review of the Division's budget and determination of the value for money the
Division provides to the Corporation through a comparison to similar external services;
· a review of the services currently being provided by the Division.
In January 2006, the Audit Committee received the results of the Communications and
Marketing audit. The findings of the audit confirmed the value the Division provides to the
Corporation and the community as a whole. Not only is the work performed by the Division cost
effective (audit found an average savings of $52 per hour to use internal staff compared to an
outside firm), but it is also valued by its customers (on average customers rated the service of
the Division at 6.9 out of 10, on 15 separate items).
In May 2006, the Audit Committee approved a high-level mandate statement for the Corporate
Communications and Marketing Division that included three broad functions: (1) sharing
information, (2) promoting the City's Enterprises and programs and, (3) educating the public.
At the same time staff was asked to report back to the Audit Committee with a revised proposal
as to the level and types of support Corporate Communications and Marketing staff could
provide to members of City Council. That revised, more detailed, proposal is attached to this
report as Appendix D. The revised proposal is in line with the findings and recommendations of
the audit, and with staff's recommendation to the audit committee back in May 2006.
Since receiving the results of the Division's audit, staff within the Communications and
Marketing Division have worked together to respond to the audit's recommendations. While
there is more work to be done in responding to the audit, the majority of the audit
recommendations have already resulted in concrete actions being taken to improve the level of
service provided by the Division. A detailed explanation of the actions taken in response to the
audit recommendations can be found in Appendix A.
REPORT:
All together, the audit contained 20 specific recommendations for action which can be generally
grouped into one of six different categories: (1) mandate development and role clarification,
(2) staff development, (3) media relations, (4) publications and advertisements, (5) Council
recommended initiatives, and (6) evaluation of communications and marketing efforts.
Appendix A of this report is intended to provide the Audit Committee with a summary of the
major actions staff have already taken in direct response to the audit recommendations. In
addition to the recommendations and actions highlighted in Appendix A, the audit also
contained a number of recommendations which did not require immediate action. These
recommendations were to maintain the status quo in specific areas (ie. continue to distribute
media releases externally and internally). Because no action was required on these
recommendations, they are not included in Appendix A.
In order to ensure the Division responded to the audit recommendations as quickly and
efficiently as possible, as a first step in responding to the audit staff developed a detailed action
plan and timeline to guide its work over the past several months.
Recognizing the additional work this action plan would create for staff, the Division chose to
divide into four working committees which met weekly and were tasked with the job of
responding to some of the most significant audit recommendations. The work of those four
committees was instrumental in the success of the Division's response to the audit
recommendations and its ability to complete the work so quickly.
Service
Request
Form
To develop a formal process for customers to engage
the services of the Division and to help staff track the
use of their services year over year (Appendix F).
Roadshow
Publications
Review
Corporate
Standards
To educate customers as to services available, how
to access the Division, processes, and the overall
value provided by the Division.
To conduct a readership survey aimed at getting
feedback on all of the publications produced by the
City of Kitchener. Based on feedback, assess and
resolve any overlap between publications and
consider any improvements which could be made.
To engage the City's Enterprise units to further
examine the relationship of their brands with the City
of Kitchener brand and to update the City's Corporate
Standards Manual based on those discussions.
Jana Miller
Colleen Allan
Nicole Amaral
Colleen Allan (Chair)
Trevor Botting
Kate Sullivan
Michael Ma
Jana Miller (Chair)
Kendra Martin
Colleen Allan
Terry Marr
Nicole Amaral
Jenn Walters
Nicole Amaral (Chair)
Trevor Botting
Terry Marr
Michael Ma
Next Steps:
To date, staff within the Corporate Communications and Marketing Division has taken concrete
action, or responded to 16 of the 20 audit recommendations. In the coming months, the Division
will continue the following work in response to the audit recommendations:
· Continue to investigate opportunities for further job enrichment, rotation, shadowing or
progression by staff within the Division.
· Revisit a proposal to use a common page in the local newspaper to highlight any and all City
communications including statutory public advertisements, other public notices and
upcoming events in time for the 2008 budget cycle.
· Evaluate the cost-benefit of the delivery of Your Kitchener to each household, determine
what households if any, are not receiving Your Kitchener currently and develop a process to
reach those households.
· Develop a comprehensive and coordinated online presence for the City of Kitchener and its
Enterprises with a report to come back to City Council in the fall of 2007 with more details.
· Enter into discussions with Community Services staff, Print Shop staff and the
Neighbourhood Associations to examine the possibility of decreasing the lead time between
gathering Councillor's quotes / columns for Neighbourhood Association Newsletter and the
actual date of publication.
· Continue to investigate opportunities to strengthen the connection between the City of
Kitchener and the Kitchener Utilities brands.
· Develop a methodology to measure the effectiveness of communications and marketing
products through the creation of concrete performance measurements (Fall 2007).
· Assess and resolve any overlap between the City's four main publications in terms of
content, timing and target audience using the results of the readership surveys.
· Continue to educate staff throughout the Corporation on the Division's revised mandate and
the services it offers through further 'road shows' to Divisions such as IT and the Fire
Department.
· Refocus energies to close gaps in priorities between customers and staff and to improve
performance in these specific areas.
CONCLUSION:
Since receiving the results of the Corporate Communications and Marketing audit in January
2006, staff within the Division have taken concrete action on, or responded to 80% of the
recommendations. More work will be done throughout the rest of 2007 to respond to the
remaining recommendations.
As a direct result of the audit recommendations, staff within the Corporate Communications and
Marketing Division have taken significant, concrete steps towards improving the services it
provides to the Corporation, its Enterprises and the community as a whole.
Michael May
Director of Corporate Communications and Marketing
On Behalf of the Corporate Communications and Marketing Division
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DIVISION MANDATE:
APPENDIX B
Divisional Mandate and List of Services:
The Corporate Communications and Marketing Division's mandate includes three broad
functions: (1) to share information; (2) to educate the public, and; (3) to promote enterprises,
programs and services. The division achieves this mandate through the following activities:
External Communications:
Inform and engage the public on the Corporation's key decisions, programs, services,
policies and initiatives, and to manage sensitive issues through the development and
implementation of strategic communications plans.
Internal Communications:
(1) Share information with City staff and Council on corporate-wide decisions, policies,
issues and initiatives that require strategic planning and advice.
(2) Provide all City staff with the tools and training they can use to share information with
one another on projects and initiative of a departmental or divisional nature.
Marketina:
Increase public participation and generate revenue by promoting the City's programs,
services and Enterprises through the development and implementation of strategic
marketing plans.
Graohic Desian and Brand Manaaement:
Develop and maintain a consistent identity for the Corporation and its Enterprises through
professional graphic design and the management of the approved Corporate brands as
outlined in the Corporate Standards Manual.
In addition to this
house Print Shop and
the division is also responsible for the City of Kitchener's in-
services.
Printina:
Provide convenient and cost-effective printing, duplication and bindery services for the City
and its affiliated groups.
Tourism:
To provide visitor information services and destination marketing opportunities for the local
tourism industry and to operate Your Kitchener Store.
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Corporate Standards Manual - Enterprise Elements
APPENDIX E
28
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