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HomeMy WebLinkAboutCAO-08-001 - Performance Measurement and Internal Audit 2008 Work Plan & Scope of Special Events ReviewJ Krrr.~~.R Chief Administrator's Office REPORT Report To: Mayor Carl Zehr, Chair and Members of the Audit Committee Date of Meeting: January 7, 2008 Submitted By: Corina Tasker, Performance Measurement, Internal Auditor Prepared By: Corina Tasker, Performance Measurement, Internal Auditor Wards} Involved: ALL Date of Report: December 21, 2007 Report No.: CAO-08-001 Subject: PERFORMANCE MEASUREMENT AND INTERNAL AUDIT 2008 WORK PLAN & SCOPE OF SPECIAL EVENTS REVIEW RECOMMENDATION: That the Audit Committee approve the Performance Measurement and Internal Audit 2008 Work Plan as referenced in report CAO-08-001. BACKGROUND: As required by the Council Policy I-66, Audit Committee Terms of Reference, attached is the Performance Measurement and Internal Audit 2008 Work Plan for consideration and approval by the Audit Committee. REPORT: The attached work plan consists of four main sections which include Internal Audit, Performance Measurement, Corporate Strategic Plan, and Special Projects. The work items within each category are either ongoing work or items requested by City staff, Council or the Performance Measurement and Internal Audit Steering Team. The plan assumes three full time staff are available to support the tasks. However, it should be noted that one of the staff is currently on a contract which ends in August 2008, and if this contract is not extended the work plan will need to be prioritized to ensure the critical items are completed within 2008. The increase in workload is largely due to the shift in focus of the Division to concentrate more on internal reviews. With more attention being placed on accountability and transparency, staff are requesting more internal reviews of their processes and procedures to ensure the City is providing efficient and effective services. With the recent success of incorporating a quality assurance role into the Delta project, management have expressed the desire to incorporate a Page 1 of 6 quality assurance role into all major projects, starting with the Consolidated Maintenance Facility. Significant effort will also be needed to produce the first annual Business Plan Update and Corporate Report Card. FINANCIAL IMPLICATIONS None at this time COMMUNICATIONS: None Corina Tasker, CMA Performance Measurement & Internal Auditor Page2of6 2008 Work Plan Work Item Timeline Corina Loretta Kathryn Internal Audit Completion of Inventory audit (started Jan-Mar ~ ~ in Fall 2007) HR Review -structure, process 9-12 ~ ~ ? (Council requested) months Start with Recruiting process review Special Events -organizational & ~ ~ value for money (Council requested) Work with consultant for strategic plan CMF project Quality Assurance Jan-Dec ~ ~ Planning approval process review Jan -TBD ~ ~ ~ Observe the process mapping steps to gain experience in this area Engineering roles & responsibilities Jan-Feb ~ review Qualit Assurance for Delta ro'ect 18 months ~ Purchasing process review as part of TBD ~ ~ ~ the Delta ro'ect Breithaupt Centre Administration Jan ~ Review ERM implementation 2n half ~ ~ ~ Provide risk management training 1 month ~ workshops to staff and management (followin ERM im lementation) ISO 14001 for Fleet TBD ~ FM Workload Review TBD ~ ~ Performance Measurement Collection of 2007 data for strategic Jan-Feb ~ ~ and operational KPI's, MPMP, Compass Kitchener Refining 2008 KPI's with GM's and One ~ staff month, then on oin Facilitate Compass Kitchener grading Jan-Mar ~ of re ort card Creation of reporting /communication Jan-Jun ~ ~ ~ format including the Annual Report to Citizens Page3of6 Maintenance of existing divisional Ongoing ~ programs (target setting, revising metrics where re uired) Implementation of divisional programs As ~ where requested (no requests yet) requested (3 months) MPMP reporting Jan-Apr ~ Corporate Strategic Plan Communicate/ roll-out corporate Jan -Aug ~ ~ ~ strate is Ian Ensure business plan updates for Feb /Mar ~ 2007 are com lete Update master plan with new items As needed ~ generated throughout 2008 (minimal time) Coordinate tie in to the 2009 budget Starting in ~ cycle Aug Special Projects Participate on Contact Centre 12 months ~ business case team for Phase 2 (10 hours per month?) Participate on Employee Culture Monthly ~ ~ Survey team meetings; Facilitation assistance as needed ~ Participate on "Advisory Committee Jan ~ Review" team Participate on Succession Planning As needed ~ review committee Page4of6 Discussion Item -Scope of Special Events Review Staff is seeking direction from the Audit Committee on the scope of the Special Events review. Listed below are the proposed components of the review. Resources & Team Structure: Special Events staff have planned to hire a consultant to lead them in the creation of their Strategic Plan Internal staff have been assigned to do some preliminary research on best practices and to gather relevant internal documentation for the consultant Internal staff will also be used to create and execute the implementation plan based on the consultant report Direction for the project will be given by the Project Lead, which will be a representative from the Performance Measurement & Internal Audit division; this staff member will be the primary contact for the consultant A seven member Project Steering Committee will be composed of representatives from the Arts & Culture Advisory Committee, Kitchener Downtown Business Association, City of Kitchener Economic Development division, City of Kitchener Special Events division, and City of Kitchener Performance Measurement & Internal Audit division Objectives: The following is a list of the objectives listed in the draft Expression of Interest for the consultant: Determine the degree to which the special events unit is meeting their original objectives and how these objectives have evolved Undertake a needs assessment based on the identification and prioritization of community and corporate objectives for special events Define the role of special events with respect to the needs assessment Recommend appropriate infrastructure and resources to support the levels of service deemed appropriate to meet community and corporate needs Articulate a vision and mission statement for the Special Events unit Recommend a brand strategy Recommend policy with respect to service delivery Define the key strategic directions and operational recommendations Project Scope: The following is a list of the deliverables required in the Expression of Interest: Assessment of existing information, policies, process and corporate strategies Review of the unit's performance as it relates to its' original and current objectives Review of existing internal event delivery systems and interdepartmental working relationships Page5of6 A comparative analysis of municipal and regional event management models including funding, policies, management and governance models and programs incomparable circumstances across North America, the United Kingdom and Australia. Background research in this area will be provided for review and analysis Public and stakeholder consultation designed and conducted with opportunities for a range of public input through workshops and survey instruments Identification of gaps in the current delivery, funding, and management model based on the community and corporate expectations and develop strategies/processes to address these gaps Recommend service delivery model Overall vision, mission and strategic directions Recommend a brand strategy Operational recommendations and policies Identification of key performance indicators Governance and decision making frameworks Financial strategies Resource requirements Page6of6