COMMUNITY SERVICES COMMITTEE and implementing self-service holds options with consideration to the integrity of public and staff spaces exploring and implementing new membership policies

55

Agenda – Community Services Committee 10 October 2012 - #3742733

COMMUNITY SERVICES COMMITTEE

10 OCTOBER 2012 7

COMMUNITY, SPORT & CULTURAL SERVICES QUARTERLY REPORT FOR SEPTEMBER 2012 Ian Lowth: 1/59/13/01: #3644849v8

RECOMMENDATION:

It is recommended that the Quarterly Report of the Community Sport & Cultural Services Department for the period ending 30 September 2012 be received and noted.

EXECUTIVE SUMMARY:

This report documents progress on key service delivery areas within the Department. Whilst the results are generally positive the areas for improvement are noted and will be the focus of the department over the next quarter.

COMMENT:

The revised format of this quarterly report will enable Councillors and the community to obtain a strategic view of Departmental activities and progress against the 2012/2013 Operational Plan.

CONSIDERATIONS:

Statutory: This report highlights progress against the 2012/2013 Operational Plan.

ATTACHMENTS: Quarterly Report for the period ending 30 September 2012. Ian Lowth General Manager Community, Sport & Cultural Services

56


DEPARTMENT: COMMUNITY, SPORT AND CULTURAL SERVICES

Mission: To provide accessible and quality cultural, community, library, park, natural area, sport and recreational facilities and services across all communities of the local government area and to provide services that assist in the social and cultural development of those communities

Officer Responsible: General Manager Community, Sport and Cultural Services

ACTIVITY: MANAGEMENT AND SUPPORT

Performance Indicators

Pending Satisfactory Marginal Unsatisfactory

Major Projects/Operating Initiative Status Corporate Plan Due Date

Complete (enter %)

On Target

1. Oversight implementation of Departmental aspects of the Connecting Project to improve service quality.

6.1, 6.2, 6.7 Jun 2013

15%

2. Oversight implementation of Departmental response to the 2011 Employee Opinion Survey results.

6.1, 6.4 Jun 2013

5%

3. Contribute to the development of Council’s Corporate Plan. 6.5 Dec 2012

10%

4. Provide an ‘asset owner’ contribution to the Civic Theatre replacement project design phase and assist funding negotiations.

2.4 Jun 2013

0%

57


Corporate Plan Objective

Result Measure Result Target Reporting Frequency

Performance Rating

Variance report/Prospective Actions

6.1, 6.3, 6.7 Departmental Operating Budget

Expenditure for the Department in the range of 0% to 2% under budget. Revenue for the Department no more than 1% under budget.

Monthly

Revenue is 17.5% under-budget,

Expenditure is 5.1% under-budget.

Overall Operating Position is 2.3% under-budget

Make adjustments at 2nd budget review and tighten monitoring of individual activity variances.

6.1, 6.3, 6.7 Departmental Capital Budget Performance

73% of budget committed by year end; 95% of projects completed are delivered within 5% of budget.

Quarterly

6.1, 6.3, 6.7 Departmental Operating Initiatives

Timeliness of completion of Departmental operating initiatives

Annually

6.1, 6.3, 6.7 Departmental Safety Performance

Number of incidents and days lost as a result of Long term Injury

Number of outstanding hazards to be rectified

Monthly

6.5 Policies and Administrative Instructions

Number of policies and administrative instructions overdue for review

Quarterly 1 AI’s and 7 Policies overdue for review – work has commenced on document review

58


ACTIVITY: BUSINESS PLANNING, ADMINISTRATION AND SUPPORT (BPAS)

Mission: To provide planning administration and support services to the CS&CS Department and the wider Organisation.

Officer Responsible: Co-Ordinator Business Planning Administration & Support



Major Projects/Operating Initiative Status Corporate Plan

Due Date Complete

(enter %)

On Target

1. Develop and implement Project budget for Operational Project 6.7 Jun 2013 0

2. Develop and implement Budget vs Actuals Variance Reporting for Projects 6.7 Jun 2013 8



Performance Rating


2.2, 2.3, 2.5, 3.2, 3.3, 3.4, 5.3, 6.2, 6.7

% of Asset Management Plans up to date.

95 % Biannually

2.2, 2.3, 2.4, 2.5, 2.6, 5.3, 6.2, 6.7

% of Activity level Budget variances within acceptable range.

80% within 2% of budget estimate Monthly Only 10% of individual Activities are within 2% Variance Target, although overall the Department has only a 2.27% variance.

Possibly reset the target for individual activity variances to 5%, with the Aggregate Departmental Variance at 2%.

59




Performance Rating


2.2, 2.4, 2.6 Satisfaction rating of Grant Applicants

80% Annually

2.2, 2.4, 2.6 % of grants acquitted on time

90% Monthly Delays in processing Grant Acquittals for Hambledon House Staff due to transactions not being costed to projects adequately.

2.2, 2.3, 2.5, 6.2, 6.7

% of requests responded to within target time.

80% of requests to be responded to within 3 working days.

Monthly Unable to verify figures – awaiting decision on system to report data

60


BRANCH: LIBRARIES AND COMMUNITY DEVELOPMENT

Mission: Building and enriching our community through sustainable library services and community development, supporting and

promoting quality learning, lifestyle and diversity and building capacity in the communities of the Cairns Regional Council area. Officer Responsible: Manager Libraries and Community Development

ACTIVITY: MANAGEMENT AND SUPPORT



Key: CP = Corporate Plan SBP = Cairns Libraries Strategic Business Plan 2011-16 CD Strat Plan = Community Development Strategic Plan 2011-16

Major Projects/ Operating Initiative Status Corporate Plan

Due Date Complete (enter %)

On Target

1. Action a cost/benefit study identifying the most cost effective means of delivering sustainable library services and facilities to the Edmonton/Mt Peter/Gordonvale area in line with SLQ Standards and Service Level Agreement

2, 3, 4, 5, 6 (SBP 2011-16)

Jun 2013 15%

2. Develop a cost benefit analysis for the full implementation of a Radio Frequency Identification (RFID) solution for Libraries

6 (SBP 2011-16)

Jun 2013 0%

3. Investigate external funding opportunities to conduct an external regional learning audit and explore governance models in order to progress Cairns as a Learning Community

2, 6, (SBP 2011-16)

Jun 2013 0%

4. Complete a review of the Library stock assets valuation methodology in consultation with the finance department and implement findings

6 (SBP 2011-16)

Aug 2012 10%

5. Conduct an Asset Management and Operational Management audit of Community (Development) Halls’ to feed into a new Council Community Development General Policy

2, 3, 4, 5, 6 Mar 2013 15%

61




On Target

6. Follow up EOS survey with Community Development staff and create an action list via workshops for implementation

6 August 2012

15%

7. Drive new Marketing initiatives to maximise use of library services and facilities and community development activities and programs

2, 3, 6 (SBP 2011-16)

Jun 2013 20%

8. Review and revise structure of Libraries and Community Development Branch to maximise workforce planning and benefits to the community

6 (SBP 2011-16)

Dec 2012 20%

9. Develop a system to conduct performance review/learning and development plan for long term casual library staff

2.5, 2.6, 6 Strategic Business Plan 2011-16 (SBP 2011-16)

Dec 2012 15%

62


A Corporate Plan Objective


Performance Rating


2.5, 3.3, 5.2, 6.1-6.7

Branch Budget performance

Expenditure for the Branch in the range of 0-2% under budget. Revenue for the Branch no more than 1% under budget.

Monthly Revenue is 70 % under budget and expenses are 5% over budget. The variance is directly related to an accounting issue with internal revenue that is being investigated by the Finance Branch, and also scheduled grant funds not yet received

2.5, 3.3, 5.2, 6.1-6.7

Branch Capital Budget performance

90% of budget spent by year end; 95% of projects completed are delivered within 5% of budget.

Quarterly

2.5, 3.3, 5.2, 6.1-6.7

Timeliness of Branch operating initiative completions

90% of initiatives completed by year end. Annually

2.5, 3.3, 5.2, 6.1-6.7

Branch Safety Performance

Days Lost Year To Date Monthly

2.5, 3.3, 5.2, 6.1-6.7, 6.9

Customer feedback regarding service

Monitor performance Quarterly

63


CTIVITY: MANAGEMENT AND SUPPORT ACTIVITY: MANAGEMENT AND SUPPORT

ACTIVITY: LIBRARIES NETWORK

1. Progress and develop ‘Connecting’ customer service delivery in line with Council’s Service Quality Strategy including:

investigating and implementing self-service holds options with consideration to the integrity of public and staff spaces

exploring and implementing new membership policies and procedures

2.5, 6 (SBP 2011-16) Jun 2013

20%

2. Review Cairns Libraries Customer Service Charter and revise where necessary to align with Council’s Service Quality Strategy

2.5, 6 Dec 2012

80%

3. Review Cairns Libraries Customer Service Standards and revise to ensure alignment with Council’s Service Quality Strategy

2.5, 6 Dec 2012

25%

4. Develop and maintain Client Services content on Cairns Libraries’ web site to increase and aid access to the collection, both print and online.

2.5, 3.6, 6. (SBP 2011-16) Jun 2013

20%

5. Develop and deliver a campaign to promote and market the Family History, Local History and Regional Resource collections.

2.5, 3.6, 6. Dec 2012

10%

6. Promote early literacy and cultivate partnership with the Let’s Read program at Gordonvale Library (e.g. increase storytime to 2 sessions per month, special marketing to Indigenous community).

2.5, (SBP 2011-16) 7.1, 7.2 (Community Plan)RAP

Jun 2013

15%

7. Engage with the multicultural, Indigenous and emerging communities (e.g. refugees) with responsive programming and displays of library resource (Foreign language collections, ESL activities and Indigenous resources, quarterly CALD events)

2.6, 6 (SBP 201116)7.1,7.2(Community Plan) RAP

Dec 2012

30%

8. Develop and implement a program to better utilise new technologies to promote library services and programs.

2.5, 6 (SBP 201116) 7.1.4 (Community Plan)

Dec 2012

10%

9. Develop an interactive touchscreen computer to showcase local history resources at Babinda Library (e.g. photographs, oral history).

3.4, 2.4,6 (SBP 2011-16)7.3.3, 7.4.2 (Community Plan)

Jun 2013

15%

64




Performance Rating


2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Membership totals Increase membership by 7.5% Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Visitor totals Increase in visitors by 7.5% Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Customer feedback Predominantly positive feedback Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Number of items borrowed

5% increase in number of items borrowed Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Number of loans per capita

Increase loans per capita by 5% Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Transactions using Self Check Out Machines (SCOM)

Maintain items borrowed through SCOMs at or over, 18% of total loans for libraries with SCOM facilities

Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Junior members Increased Junior membership by 10% Monthly

65




Performance Rating


1, 2, 3, 4, 5, 6 Community Engagement feedback

100% compliance with feedback process Monthly

5.3 Revenue Generation Compliance with CRC Budget Monthly

2.5 Number of eLiteracy workshops delivered

Fully booked sessions Monthly

2.5, 3.4, 6.9 Number of reference queries satisfied

100% of queries addressed within the Customer Service Standards time frame

Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Community feedback and partnership opportunities

Utilised public spaces and facilities Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Event and program attendance

Fully booked programs Monthly

*****

66


ACTIVITY: LIBRARIES COLLECTIONS

Major Projects/ Operating Initiative Status Corporate Plan Due Date Complete (enter %)

On Target

1. Support and participate in the implementation of Libero Version 6 2.5, 6.2, 6.6 (SBP 2011-16)

Dec 2012 20%√

2. Review Libraries Inter Library loans scheme, including the management of Book club sets and implement efficiencies where practicable.

2.5,6.2. (SBP 2011-16)

Dec 2012 40%

3. Review and evaluate the methodology applied to expend the Book grant funds to ensure appropriate allowance is made for the requirements of a digital future.

2.5, 5.3, 6 (SBP 2011-16)

Jun 2013 20%

4. Complete a cost/benefit analysis on further outsourcing of fully shelf ready library materials including supplier competency and requirements.

2.5, 5.3, 6 (SBP 2011-16)

Jun 2013 30%



Performance Rating


2.5, 5.1, 6.6 Number of Inter Library Loans

Monitor Monthly

1.7, 2.3, 2.5, 3.3, 6.6

Homebound Membership

Add a minimum of 10 new customers to the service per year

Monthly

67


ACTIVITY: LIBRARIES SYSTEM SERVICES

Major Projects/ Operating Initiative Status Corporate

Plan Due Date Complete

(enter %) On Target

1. Purge Libero membership database 6.2,6.3 Jul 2012

80%

* Variance Report/Prospective Actions for Initiatives not on target: No. 1 Technical issues are affecting the completion date. Work continues on the initiative.

2. Implement Libero Version 6 and associated training requirements 2.5, 6.2,6.3, 6.6 (SBP 2011-16)

Dec 2012 40%

3. VDI ( Virtual Desktop Integration) upgrade to public pcs – Windows 7 2.5,6.2,6.6 (SBP 2011-16)

Jun 2013 5%

4. Implement latest version of the PC management system for public pcs 2.5,6.2,6.6 (SBP 2011-16)

Jun 2013 5%

5. Implement key mobile apps for customers. 2.5,6.2,6.6 (SBP 2011-16)

Feb 2013 5%

6. Implement workflows for key staff to enable contribution on library social media sites 2.5,6.2,6.3, 6.6 (SBP 2011-16)

Feb 2013 20%

68


LI ACTIVITY: LIBRARIES STRATEGIC MARKETING AND PARTNERSHIPS

BRARIES

Major Projects/ Operating Initiative Status Corporate Plan Due Date Complete

(enter %)

On Target

1. Identify and implement effective marketing strategies to reach non-library users such as multicultural and Indigenous communities to make them more aware of library services, programs and facilities

2.5, 3.1, 6.2, 6.3, 6.5 (SBP 2011-16)

Jun 2013 20%



Performance Rating


2, 3, 4, 5, 6 Number of new Library members

Increase memberships by 7.5% Monthly

2.3, 2.5 Junior membership totals

Monitor Monthly

69


ACTIVITY: LIBRARIES CHILDREN AND YOUTH SERVICES

Major Projects/ Operating Initiative Status Corporate Plan Due Date Complete (enter %)

On Target

1. Investigate the feasibility of a trial Homework Club at Manunda Library 2.5, 2.4, (SBP 2011-16)

Jun 2013 20%

2. Investigate networks and innovative ways to generate new library events for young people.

2.4, 2.5, 2.6, 6.2 (SBP 2011-16)

Jun 2013 20%



Performance Rating


2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Membership totals Increase membership by 7.5% Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Visitor totals Increase in visitors by 7.5% Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Customer feedback Predominantly positive feedback Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Number of items borrowed

5% increase in number of items borrowed Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Number of loans per capita

Increase loans per capita by 5% Monthly

70




Performance Rating


2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Transactions using Self Check Out Machines (SCOM)

Maintain items borrowed through SCOMs at or over, 18% of total loans for libraries with SCOM facilities

Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Junior members Increased Junior membership by 10% Monthly

1, 2, 3, 4, 5, 6 Community Engagement feedback

100% compliance with feedback process Monthly

5.3 Revenue Generation Compliance with CRC Budget Monthly

2.5 Number of eLiteracy workshops delivered

Fully booked sessions Monthly

2.5, 3.4, 6.9 Number of reference queries satisfied

100% of queries addressed within the Customer Service Standards time frame

Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Community feedback and partnership opportunities

Utilised public spaces and facilities Monthly

2.2, 2.5, 2.6, 3.2, 3.3, 6.5, 6.6

Event and program attendance

Fully booked programs Monthly

71


COMMUNITY DEVELOPMENT

Mission:

To assist community and individuals through community capacity building to be creative, self-sufficient and resilient and to have the opportunity to live safe, equitable, cohesive and sustainable lifestyles.

Officer Responsible: Co-Ordinator Community Development ACTIVITY : COMMUNITY DEVELOPMENT CAIRNS



On Target

1. Develop a Safe Communities Strategic Business Plan in consultation with Safe Communities Coordination Team, service providers and wider community.

1.6, 2.1, 2.4 (CDStrat Plan)

Dec 2012

10%

2. Develop and implement a Virtual Youth Space network in accordance with the findings of the Social Infrastructure Needs Study and Community Development Strategic Plan.

4.1 (CD Strat Plan)

Jun 2013

7%

3. Undertake consultations with internal and external stakeholders to identify a suitable location and programming for a Youth Arts Hub in the CBD, in line with the demonstrated need identified in the Social Infrastructure Needs Study, to provide young people with a central and safe space to build positive engagement with the wider community.

Jun 2013

0%

4. Engage with community members and service providers to develop and implement programs which increase opportunities for vulnerable Indigenous, CALD and emerging migrant populations through our Neighbourhood Centres in Cairns West; capacity building to promote mainstream engagement, social inclusion, job readiness and healthy lifestyles.

2.6, 6, 7.1, 7.2 (Community Plan) 1.7, 2.6 (CD Strat Plan) RAP

Jun 2013

20%

5. Develop and deliver a series of community resilience programs for emerging refugee and new migrant populations in Cairns, raising awareness about issues related to disaster management, personal safety, local laws and Council services.

Jun 2013

70%

6. Implement the Engaging International Students in Cairns program supporting increased participation in the region by international students and assisting them to transition to life in Cairns to promote positive intercultural experiences between students and residents, promoting the Cairns region as an attractive destination for international students.

Dec 2012

95%

72




On Target

7. Advocate for the development of a community employment strategy at Council encompassing young people, people with a disability, people from CALD and non-English speaking backgrounds and marginalised/vulnerable people.

5.2 (CD Strat Plan)

Jun 2013

0

Variance Report/Prospective Actions for Initiatives not on target: Project on hold due to lack of capacity to follow up at present. Prospective Action: Will begin this project when capacity improves or priorities change.

8. Establish an edible plantings pilot with community partners, at a community centre to be chosen, as part of Council’s Healthy Activities education programs encouraging healthy life choices for vulnerable populations.

Dec 2012

45%

Variance Report/Prospective Actions for Initiatives not on target: Edible plantings project is behind schedule due to potential change of direction for the main site in McNamara St. Prospective Action: Discussions have been held with NEATO employment services re a job searcher program to assist with labour for establishment of gardens. Future discussions to be held when the McNamara site use is resolved.

9. Develop and implement a Disability Awareness program for CRC staff. 2.1 & 2.6, 6.6, 1.5, 1.7 (CD Strat Plan)

Dec 2012

100%

10. Launch and maintain the Accessible Cairns website and Access for All Directories to ensure up-to-date and easily available information for residents and tourists with disabilities and the promotion of Cairns as a ‘disability-friendly’ destination.

6 Jun 2013

100%

11. Consult with Queensland Police and Department of Corrections to redevelop CRC’s Graffiti Prevention Program to expand the use of the graffiti trailer and incorporate Urban Art spaces as a graffiti prevention tool.

Jun 2013

5%

12. Develop a baseline measurement tool to assess confidence, competence and skill levels of management committees and lease holders in regard to climate change.

3.3 (CD Strat Plan)

Dec 2013

0%

13. Develop and implement an ongoing marketing campaign to promote the population and uptake of the Community Online Directory and continue to advocate for the permanent inclusion of the Directory link on the websites of CRC and Libraries.

2, 6 Jun 2013

15%

73




Performance Rating


2.6, 6.6 Events schedule completion rate

100% of events completed Monthly

3.1, 3.3, 6.5, 6.6 Social service program schedule completion rate

100% compliant Quarterly

6.6 Community cohesiveness program schedule completion rate

80% of identified initiatives implemented Quarterly

2, 3.2, 6.6 Incoming grant successes

80% of responses received satisfied Bi-annually

2.2, 2.1, 6.1, 6.5 Community Halls customer satisfaction rate

80% of responses received satisfied with the facilities and support offered

Bi-annually

74


ACTIVITY: COMMUNITY DEVELOPMENT – CITY SAFE PROGRAM



On Target

1. Undertake review of CitySafe program, including the CCTV network in alignment with Community Development Social Infrastructure Study and develop 5 year strategic plan that includes a business case for any proposed expansion of the CCTV network.

Local Law 3, Public Conveniences, Local Law 7 (Pedestrian Malls), Local Law 20, Caravan Parks and Camping, Local Law 22, Activities on Roads, Local Law 26 Parks and Reserves, Esplanade Local Law 2004, CCTV Operations Policy (No. 1:06:10, #752638)

Jun 2013

65%

2. Initiate annual maintenance and service level agreements with asset owners of public area CCTV systems including Libraries, Tanks Arts Centre and Woree Disaster Management Centre.

CCTV Operations Policy (No. 1:06:10, #752638

Dec 2012

57%

75




Performance Rating


6.2 Public perceptions of safety in the CBD

Improvement on recent levels. Quarterly

6.2 Number of security incidents

Improvement on accuracy of data and response. Lower incident levels.

Monthly

ACTIVITY: COMMUNITY DEVELOPMENT DOUGLAS



On Target

1. Oversee and participate in the development of Homelessness in Douglas Report 2.1, 6.5, 6.6 Dec 2012

50%

2. Implement actions identified in the Reconciliation Action Plan (RAP) Facilitate and host 4 Public Reconciliation Forums across the region Develop 3 Cultural Awareness Toolbox Talks in conjunction with POD (internal) Develop 3 Cultural Awareness Fact sheets to be available to the public via Council web site

2.6 RAP

Jun 2013

40%

3. Implement actions identified in the Social Infrastructure Study Advocate for gaps in service delivery to be addressed Strengthen community capacity through support and partnerships

3.1, 3.3, 6.5, 6.6

Jun 2013

40%

4. Review lease arrangements of Community Development Douglas assets. Commence developing new or revised lease arrangements, as required, in line with the recommendations of the not for profit tenure review.

3.1, 6.2 Jun 2013

85%

5. Oversee the upgrade of the Alexandra Range Television Tower addressing reception black spot issues. 4.4, 5.1 Jun 2013

90%

6. Review and develop the Reconciliation Action Plan for 13/14 4.4, 5.1 Feb 2013

5%

7. Work collaboratively with Mossman District Nursing Home Incorporated to progress planning and funding for the aged care facility in Mossman. 2.1, 2.6, 6.6 Jun 2013

5%

Corporate Plan Result Measure Result Target Reporting Performance Variance report/Prospective

76


Objective Frequency Rating Actions 2.5, 2.6, 6.6 Events schedule

completion rate 100 % of events completed Monthly

3.1, 3.2, 3.3, 6.5, 6.6

Social Service Program Completion rate

100% compliant Quarterly

6.6 Community Cohesiveness program schedule completion rate

80% of initiatives completed within timeframe

Quarterly

2, 3.2, 6.6 In-coming grant success

80% of responses received satisfied Bi-annually

2.2, 2.1, 6.1, 6.5 Community facilities customer satisfaction rate

80% of responses received satisfied with the facilities and support offered

Bi-annually

77


ACTIVITY: COMMUNITY DEVELOPMENT SOUTH

Major Projects/ Operating Initiative Status Corporate Plan Due Date Complete(enter %)

On Target

Review lease and management arrangements for Southern community centres and halls and establish new or revised lease and management arrangements as required, in line with the recommendations of the Not for Profit Tenure Review.

Carry Fwd 2011 Goal 3.1, 6.2

Jun 2013

90%

Work with the management committees of Council’s community halls and centres to strategically expand community development opportunities at their facilities.

Corporate Goal 2.1 & 2.5

Jun 2013

20%

Help facilitate community partners in growing community events in the southern corridor that build healthy, connected communities.

Corporate Goal 2.1, 2.5, 2.6

Jun 2013

15%

Document and develop process manuals for all processes relating to operations of Hambledon House Community Centre.

Carry Fwd 2011 Goal 6.3

Jun 2013

20%

78




Performance Rating


2 Number of persons/groups accessing information services

60 groups/individuals accessing information services per month.

Quarterly

2.1, 2.6 Number of counselling appointments and support services provided

Average 45 appointments per month (South Cairns Family Support Program) Average 30 appointments per month (South Cairns Specialist Counselling Service) Average 20 appointments per month (Family Support Coordination Program)

Quarterly Quarterly Quarterly

2.1, 2.6 Number of Community Education and Parenting Programs delivered

2 programs delivered per month Quarterly

2.2, 2.3 & 6.2 Number of hours of venue hire

Average 180 hours venue hire per month (+ or – 10%)

Monthly

79


BRANCH: CREATIVE CAIRNS

Mission: To nurture and celebrate the creative richness of our diverse community through arts and culture.

Officer Responsible: Manager Creative Cairns



ACTIVITY: MANAGEMENT AND ADMINISTRATION



On Target

1. Provide an ‘asset owner’ contribution to the replacement of the Civic Theatre project detailed design phase.

6.4 Jun 2013 5%

2. Review governance and funding arrangements for the Cairns Regional Gallery and establish an agreed arrangement to come into effect from 1 July 2013.

2.4 Dec 2012 5%

3. Establish an MOU with Cairns Historical Society. 6.7 Jun 2013 20%

4. Identify and implement for the 2013 Cairns Festival the best practice management model for the Festival. 6.7 Dec 2012 20%

5. Evaluate the Cultural Plan 2009-2014 and produce a replacement Cultural Plan 2013- 2018 2.4 Jun 2013 0%

6. Select five community events or projects and inject a concerted and collaborative effort across the branch units, to grow audiences, participation, capacity and production value.

Cultural Plan 2009-2014

Jun 2013 10%

7. Oversight implementation of Departmental response to the 2011 Employee Opinion Survey results. 6 Jun 2013 20%

8. Oversight implementation of leadership development program across the Branch. 6.1 Jun 2013 20%

9. Oversight implementation of Branch response to the 2009 Safety Audit results. 6.3 & 6.4 Jun 2013 10%

10. Oversight implementation of Branch’s response to the Regional Events Strategy. 6.7 Jun 2013 10%

80




Performance Rating


6.3,6.4,6.7 Branch Budget Performance

Expenditure for the branch in the range of 0-2% under budget. Revenue for the Branch no more than 1% under budget.

Monthly

6.3,6.4,6.7 Branch Capital Budget Performance

95% of projects completed are delivered within 5% of budget.

Quarterly

6.3,6.4,6.7 Timeliness of Branch operating initiative completions

90% of initiatives completed by year end. Annually

6.3,6.4,6.7 Branch Safety Performance

Branch Days Lost Year to Date Monthly

81


ACTIVITY: CAIRNS FESTIVAL



Performance Rating


2 Event Satisfaction Survey

90% Favourable experience/would recommend

Annually

2 Audience Numbers and Origin

100,000 audience, growing number of visitors in the audiences

Annually

2 Artists Hired 50 Annually

2 Sponsorship Support Cash sponsorship - $70,000; In-kind media sponsorship - $50,000; In-kind goods & services - $25,000

Annually

2 Economic Impact Estimated economic contribution - $5 million Annually

82


ACTIVITY: TANKS ARTS CENTRE

Major Projects/Operating Initiative Status Corporate


(enter %) On

Target

1. Develop an awareness campaign to address parking issues for the Markets and general events, highlighting extra parking on Greenslopes St, public transport and bike friendly venue options; introduce the Qld Transport Travel Smart policies into the general Tanks program.

1.7, 2.2, 4.3 Jun 2013 5%

2. Develop and implement new cultural tourism product for the venue. Cultural Plan 2009-2014,2.4

Jun 2013 5%

3. Generate and support five cross branch projects that engage the community. Cultural Plan 2009-2014,2.4

Jun 2013 20%

4. Develop a new marketing plan for Tanks exhibitions. Cultural Plan 2009-2014,2.2

Jun 2013 15%



Performance Rating


2.2,2.4, Cultural Plan 2009-2014

Number of completed artist development programs

Benchmark against previous years Monthly

2.2,2.4, Cultural Plan 2009-2014

Program Participant satisfaction surveys

Benchmark to be set ½ Yearly

83




Performance Rating


2.4, Cultural Plan 2009-2014

Presentation attendance numbers

85,000 annually Monthly

2.4, Cultural Plan 2009-2014

Audience satisfaction surveys

Benchmark against 2011-12 results ½ Yearly

2.2,2.4, Cultural Plan 2009-2014

Tanks Venue hire usage

125 venue hire days/year Monthly

2.2,2.4, Cultural Plan 2009-2014

Hire Customer Satisfaction surveys

Benchmark to be set ½ Yearly

84


ACTIVITY: CREATIVE PARTNERSHIPS



(enter %) On

Target

1. Manage and implement Year 3 of the A Venue Program for emerging performers and music industry workers, funded by Arts Qld as a tri annual project.


Jun 2013 15%

2. Conduct three Arts & Culture Network educational workshop events in collaboration with stakeholders including educational forums.


Jun 2013 50%

3. Investigate the establishment of a working facility/venue for musicians across the region as part of Creative Partnership’s Creative Industries Program (Beautiful Art Spaces and Urban Art Spaces).


Jun 2013 45%

4. Implement projects identified for 2012-2013 under Council’s Public Art Plan. Cultural Plan 2009-2014

Jun 2013 0%

5. Manage and program the Gordonvale Community Hub and Gallery including developing: (a) school holiday programs; (b) community art exhibitions for showcasing of local works including students and adults.


Jun 2013 10%

6. Develop a prospectus that presents Creative Partnerships programming and direction as a best practice model and guide for interested Qld Local Governments and organisations.


Jun 2013 35%



Performance Rating


2 Number of completed events and activities

Levels to be benchmarked Monthly

2 Number of programs delivered

Levels to be benchmarked Monthly

85


ACTIVITY: CULTURAL INFRASTRUCTURE



(enter %) On

Target

1. Identification of an agreed use for Sugar Wharf in line with Port Douglas Waterfront Master plan and the development of a feasibility study and business case for its redevelopment.


Jun 2013 25%

2. Detail design and let tender for construction for the School of Arts Building in preparation for the planned works.


Jun 2013 55%



Performance Rating


2. Cultural Plan 2009-2014

Gallery Performance Report

Benchmark identified by initial reporting period

½ Yearly

86


ACTIVITY: CIVIC THEATRE



(enter %) On

Target

1. Undertake a national benchmarking and assessment process to determine the most efficient and effective management model for a new performing arts centre that will contribute to a vibrant community through the provision of performing arts services and events.

2.4, 6.1, 6.3, 6.4, 6.7

Dec 2012 0%

2. Develop a business plan to guide theatre operations through a process of change to a new performing arts venue, while ensuring that theatre activity supports the vibrancy of the community.

2.4, 5.3, 6.2 Jun 2013 0%

3. Develop and implement quarterly surveys to assess customer satisfaction. 2.4, 2.6, 6.3,6.9

Sep 2012 100%

87




Performance Rating


2.4,5.2,6.2,6.3 Number of events presented at the Civic Theatre

100 events presented; 75,000 people attended events.

Monthly

2.4,5.2,6.2,6.3 Customer satisfaction

Greater than 70% satisfaction rating Quarterly

2.4 % Breakdown of program by community events and professional events and by genres

To be determined at first review Monthly

2.4,5.2,6.2,6.3 Number of events, participants and audience from outside of Cairns

To be determined at first review Monthly

2.4 Levels of volunteer activity involved in the Theatre program

Targets to be determined at first review Monthly

2.4,5.2,6.2,6.3 Levels of school event activity

Targets to be set at first review Monthly

88


ACTIVITY: TICKETLINK



On Target

1. Develop a cost-effective plan to maximise the percentage of tickets sold online. 6.2, 6.7 Jun 2013 5%

2. Develop and implement quarterly surveys to assess customer satisfaction. Cultural Plan 2009-2014

Jun 2013 10%



Performance Rating


2.4,6.3,6.7,6.9 Number of events ticketed by Ticketlink

430 Monthly

2.4,6.3,6.7,6.9 Number of tickets issued by Ticketlink

110,000 Monthly

2.4,6.3,6.7,6.9 Income generated $3,000,000 in total Monthly

89


BRANCH: PARKS AND LEISURE

Mission: To promote and enhance the sport and recreational diversity of the Cairns Regional Council area to the benefit of the local community

Officer Responsible: Manager Parks and Leisure



Key: CP = Corporate Plan PRSP = Parks and Recreation Strategic Plan 2010 - 2015 CCC = Cairns City Centre Master Plan EMP = Esplanade Management Policy

CRCCP = Cultural Plan 2009-2014 PDLD = Port Douglas Landscape Design Master Plan PDW = Port Douglas and Waterfront Master Plan BS = Biodiversity Strategy

ACTIVITY: MANAGEMENT AND ADMINISTRATION SUPPORT



(enter %) On Target

1. Investigate options for additional recreational walking and riding trails in natural areas and linking open space corridors and develop a local trails strategy

CP 2.2 PRSP 3.3.1a

Jun 2013 0

Variance Report/Prospective Actions for Initiatives not on target: Recruitment of Parks Planner delayed commencement of project. Project scoping underway with new Parks Planner.

2. Review the Copperlode Dam Recreation Management Plan PRSP 3.3.3g Jun 2013 0


3. Complete audit of all parks and open space corridors to identify spaces with low active recreation value which could have natural value enhanced and maintenance costs reduced.

CP 2.2, 2.3 PRSP 3.3.2b

Jun 2013 0


4. Develop and implement Council Aquatic Strategy CP 2.2, 2.3 PRSP 3.2.2d

Jun 2013 15

90




On Target

5. Complete review of open space hire processes across Council CP 1.1, 1.7, 2.2 & 6.9 PRSP 3.1.4c

June2013 15

6. Complete internal review of the Commercial Recreation Licence process CP 1.2, 2.2, 6.7

Jun 2013 0

7. Complete scoping and preliminary design for Walker Road Sporting Fields. CP 2.2, 2.3 Dec 2012 0


8. Complete Concept Planning for Aeroglen Sports Reserve CP 2.2, 2.3 PRSP 3.2.3f

Dec 2013 0


9. Complete Stage 2 of Rectangular Pitch Stadium Study CP 2.2, 2.3 PRSP 3.1.3i

Sep 2013 90

10. Work with State Government to secure additional land for sports fields at Peterson Park, Edmonton

CP 2.2, 2.3 PRSP 3.2.4d

Jun 2013 45

11. Finalise Council Skate and BMX Facilities Strategy and implement recommendations

CP 2.2, 2.3 Jun 2013 65

12. Oversight implementation of Branch response to the 2011 Employee Opinion Survey results.

CP 6.4 Jun 2013 0

Variance Report/Prospective Actions for Initiatives not on target: Recruitment of new Manager delayed ongoing project. New Manager required to investigate and action.

13. Oversight implementation of Branch aspects of connecting project to improve service quality.

CP 6.1, 6.2, 6.7, 6.9

Jun 2013 100

14. Develop and rollout the overall Parks and Leisure Branding Strategy CP 1.2, 2.2, 2.3

Jun 2013 75

91




Performance Rating


4.4, 6.2 Branch Budget Performance

Expenditure for the Branch in the range of 0% to 5% under budget. Revenue for the Branch no more than 1% under budget.

Monthly

Expenditure over budget by 6.37%. Variance predominantly caused by staff shortages. Actively looking at ways to minimise use of temp staff. Budget officers to check 2785.2510 for journaling errors. Revenue under budget 22.85%. Some seasonal reasons for decrease in revenue. Also some timing issues that will work out over time. The balance is due to administrative errors in using old natural account numbers no longer applicable in 2012/13. This needs to be journalled by budget officers.

3.7, 5.3, 6.2, 6.7

Branch Capital Budget Performance

90% of budget spent by year end; 95% of projects completed are delivered within 5% of budget.

Monthly

6.2, 6.7 Timeliness of Branch Operating Initiative Completions

90% of initiatives completed by year end

Quarterly

6.4 Branch Safety Performance

Days Lost per Unit

Monthly

92


ACTIVITY: LOCAL PARKS – STRATEGIC DIRECTION



(enter %) On

Target

1. Review Desired Standards of Service for Public Parks and Land for Community Facilities and associated service level agreements with service providers.

CP 1.1, 2.2, 2.3, 3.2, 3.6, 6.5 PRSP 3.1.1a

Jun 2013 0

Variance Report/Prospective Actions for Initiatives not on target: Recruitment of new Manager delayed ongoing project. New Manager to discuss approach with GM.

2. Implement the Plan for Trunk Infrastructure for Public Parks with focus on priority acquisitions.

PRSP 3.1.1c Jun 2013 10

3. Develop a regular community survey on parks and recreation issues to gauge performance and identify trends.

CP 1.1, 2.2, 2.3, 3.6, 6.5 PRSP 3.1.2f

Jun 2013 25

4. Develop and coordinate a People Using Parks place making program that develops partnerships with community groups to reclaim underused or undervalued parks, including a focus on appropriate recreational facilities shade, seating, drinking water and pathways.

CP 1.1, 2.2, 2.3, 3.2, 3.6, 6.5 PRSP 3.2.2a 3.4.3c

Jun 2013 0

Variance Report/Prospective Actions for Initiatives not on target: Recruitment of Parks Planner delayed commencement of project. Officers to develop draft scoping brief for GM.

5. Prepare Parks and Recreation Local Area Plans based on Priority Infrastructure Planning catchments and integrating parks, trails, recreation, sport and community facilities provision.

CP 1.1, 2.2, 2.3, 3.2, 3.6, 6.5 PRSP 3.2.3k

Jun 2013 0

Variance Report/Prospective Actions for Initiatives not on target: Recruitment of Parks Planner delayed commencement of project. Officers to develop draft scoping brief for GM.

6. Develop in partnership with key stakeholder groups a significant trees register CP 1.1, 4.4, 6.5

Jun 2013 0

Variance Report/Prospective Actions for Initiatives not on target: No resources exist within the Branch to undertake this initiative. Will discuss with GM regarding available resources in other Departments.

7. Coordinate a Council Landscape Advisory Group, including development and adoption of terms of reference

CP 1.1, 2.2, 3.6, 6.5

Jun 2013 0

93




On Target

Variance Report/Prospective Actions for Initiatives not on target: No resources exist within the Branch to undertake this initiative. Will discuss with GM regarding available resources in other Departments.

ACTIVITY: INNER CITY FACILITIES – RECREATION AND LEISURE INFRASTRUCTURE



(enter %) On

Target

1. Develop Cross Council Irrigation Specification Standard Manual CP 1.7, 2.2 Jun 2013 5

2. Develop a range of green initiatives to display best practice environmental management CP 1.1, 1.3 Jun 2013 15

3. Implement programmed replacement of significant street trees within Cairns CBD CP 2.1, 2.2, CCC 6.1

Jun 2013 10

4. Roll out integration of cross-council parkland irrigation systems into the Maxicom central control

CP 1.7, 2.2 Jun 2013 10

5. Roll out lighting renewal programs to Lagoon Plaza and Spine Path, incorporating LED colour technology.

CP 1.7, 2.2 Jun 2013 10

6. Improvement of water filtration and cleansing systems to Lagoon pool and Muddies playground.

CP 1.7, 2.2 Jun 2013 10

94




Performance Rating


2.2, 2.3, Public Satisfaction with CBD Gardens and Streetscapes

75% of customers surveyed are satisfied

Quarterly

2.1 Public Perceptions of safety at Night in the CBD

70% perceive that the CBD is safe at night

Quarterly

This responsibility sits with Libraries and Community Development – needs to be removed from ICF Reporting section.

2.1, 2.2, 2.3 Number of Injury Incidents at the Cairns Esplanade Lagoon

Number of injuries less than previous year

Monthly

ACTIVITY: INNER CITY FACILITIES – OPEN SPACE ACTIVATION



(enter %) On

Target 1. Maintain and expand on strategic partnerships with internal and external organisations to

facilitate additional nature based recreation opportunities for the Esplanade parklands. CP 1.2 EMP 1:3:15 PRSP 3.3.3

Jun 2013 10

2. Collaborate with contemporary arts groups and the entertainment sector to provide a range of free public performance, displays and exhibitions within Inner City Facilities.

CP 2.2, 2.3, 2.4 CRCCP Cult Tour St2, Urban Vit St, PRSP 3.2.2b

Jun 2013 20

3. Undertake a review of open space hire processes throughout Council and implement identified improvements.

CP 1.2 PRSP3.1.4c

Jun 2013 5

95




Performance Rating


2.3, 2.4 Inner City Community Event Attendance Numbers

Number of attendees more than previous year

Monthly

2.2, 2.3 Customer Satisfaction with Events, Entertainment and Activities

Equal to or more than previous years

Quarterly

ACTIVITY: INNER CITY FACILITIES – PORT DOUGLAS WATERFRONT RESERVE AND MARKETS



(enter %) On

Target 1. Undertake stage 2 renewal of Rex Smeal Park playground. PDLD 3.2.1

PDW Jun 2013 10



Performance Rating


2.2, 2.3, 2.4, 5.1, 5.2

Port Douglas Markets Revenue

Equal to or more than previous year

Monthly

Minor fluctuations in stall numbers.

ACTIVITY: SPORT AND RECREATION



(enter %) On

Target 1. Undertake Contract Renewal for provision of Lifeguards Services and Dangerous Marine

Predator Exclusion Netting programs. CP 2.2, 2.3 PRSP 3.3.1d

Jun 2013 20

96




On Target

2. Undertake condition audits of the following assets: Tennis Courts Outdoor Basketball Courts Outdoor Netball Courts

CP 2.2, 2.3 PRSP 3.1.3j

Jun 2013 100

3. Finalise and implement Council Tenures Policy covering community access to and use of Council controlled reserves

CP 2.2, 2.3 Jun 2013 35

4. Maintain and expand on strategic partnerships with internal and external organisations to facilitate active use of public parks and spaces and to increase promotion and awareness of sport and recreation

CP 2.2, 2.3 PRSP 3.2.5a 3.4.4b

Jun 2013 20

5. Ensure the following key infrastructure projects are completed on time and within budget: Edmonton Leisure Centre construction project (including the development and

finalisation of management agreement to align with overall project completion) Manunda Sporting Precinct redevelopment Tobruk Pool renovations Palm Cove Caravan Park Caretakers Residence and Office.

CP 2.2, 2.3 PRSP 3.1.3a 3.1.3b 3.2.2df 3.4.2e

Jun 2013 10

6. Investigate opportunities to develop a volunteer support and recognition program. CP 2.2, 2.3 PRSP3.1.2h

Jun 2013 20

7. Work with the State Government to ensure the following co funded Job’s Plan positions meet objectives and deliver improved stakeholder outcomes: Active Recreation Coordinator Sport and Recreation Precinct Coordinator

CP 2.2, 2.3 PRSP 3.1.4c

Jun 2013 100



Performance Rating


2.1, 2.2, 2.3 Beach Services Public Safety concerns associated with Life Guard services

Equal to or less than previous year

Monthly

97




Performance Rating


1.2, 2.1, 2.2, 2.3

Activation of Spaces Evaluating the contribution of events and usage of key sport and recreation facilities (other than Barlow Park)

Number of events equal to or more than previous year.

Half Yearly

Activation of spaces occurs in the following categories: structured sporting use, programme usage and casual bookings. Develop Data Capture Process. Next reporting period is end December.

A ACTIVITY: SPORT AND RECREATION – AQUATIC FACILITIES



(enter %) On

Target

1. Negotiate and finalise Management agreements for aquatic facilities including;

Tobruk Pool Smithfield Pool Marlin Coast Recreation Centre

CP 2.2, 2.3 Jun 2013 80



Performance Rating


2.1, 2.2, 2.3, 6.4

Pool Attendance Figures

Babinda - Equal to or more than previous year

Quarterly

Gordonvale - Equal to or more than previous year

Quarterly

Edmonton - Equal to or more than previous year

Quarterly

Sugarworld - Equal to or more than previous year

Quarterly

98




Performance Rating


Woree - Equal to or more than previous year

Quarterly

Tobruk - Equal to or more than previous year

Quarterly

Smithfield - Equal to or more than previous year

Quarterly

Mossman - Equal to or more than previous year

Quarterly

2.2, 2.3 Pool User Satisfaction Levels (Annual)

80% of customers surveyed are satisfied Timing entered as surveys happen due to seasonal factors

Bi Annually

ACTIVITY: SPORT AND RECREATION – BARLOW PARK



(enter %) On

Target

1. Review and implement the Barlow Park Business Plan CP 2.3 Jun 2013 20

2. Explore the opportunities around the provision of ‘in house’ specialist turf treatments and field refurbishment services for improved value to Council and local Sporting Organisations

CP 2.1, 2.2, 2.3, 4.4 PRSP 3.2.1e

Dec 2012 100

3. Support development and implementation of improved processes for cross-Branch Green Space Management

CP 1.7, 2.2, 6.9

Jun 2013 100



Performance Rating


2.1, 2.3, 6.4 Facility usages and participation statistics

Achieve usage on greater than 85% of days in the year

Monthly

2.1, 2.3 Events hosted Increase revenue relative to previous year

Quarterly

99


ACTIVITY: SPORT AND RECREATION – CARAVAN PARKS AND CAMPING GROUNDS



(enter %) On

Target

1. Finalise and implement the Caravan Parks and Campgrounds Business Plan CP 2.3, 5.3, 6.2

Dec 2012 100

2. Formalise the Management Arrangement for the Wonga Beach Caravan Park and Campgrounds.

CP 2.3, 5.3, 6.2

Jun 2013 20



Performance Rating


2.2, 3.2, 4.4, 6.4

Palm Cove customer numbers


Quarterly

2.2, 3.2, 4.4, 6.4

Bramston Beach customer numbers


Quarterly

2.2, 3.2, 4.4, 6.4

Wonga Beach customer numbers


Quarterly

2.2, 3.2, 4.4, 6.4

Fitzroy Island customer numbers


Quarterly

ACTIVITY: NATURAL AREAS MANAGEMENT



(enter %) On

Target 1. Increase awareness and build capacity of landowners to effectively manage pest plants

and animals though development of botanical data base containing information on invasive plants, pests and diseases

CP 1.3, 1.9 Jun 2013 20

2. Investigate community volunteer program around Cattana Wetlands, and if a case for the program is established implement a trial program.

CP 1.1, 2.2 Dec 2012 25

3. Increase capability of Stratford Nursery as an internal provider for Council requirements for street tree programs and landscaping projects.

CP 1.7 BS 6

Jun 2013 20

4. Review current fire management practices and identify alternate management strategies taking into account projected climate change

CP 1.3, 1.7 BS 2.6

Jun 2013 20

100




On Target

5. Develop and implement a staff and contractor training program for early detection and management of pests, weeds and biosecurity risks.

CP 1.3, 1.7 BS pg38

Jun 2013 35



Performance Rating


1.1, 1.9, 2.1 Ratio of resident responses completed to open responses for the wild / feral pest animals programme area

90% completion of all resident requests

Monthly

1.1, 1.2, 3.1, 3.5, 3.7

Number of plants propagated and trees provided for community groups

Propagation rates within 97% of target

Monthly

Time taken away from nursery duties due to action on Myrtle Rust. State Government requirement for high vigilance on Myrtle Rust is reducing.

ACTIVITY: BOTANIC GARDENS



(enter %) On

Target 1. Review Plant Database in order to better manage the Botanic Gardens collection and to

provide improved service to the community CP 1.1 Jun 2013 15

2. Rehabilitate and revegetate Aeroglen Quarry CP 1.1, 2.2,

2.3 Jun 2013 15

3. Enhance the Botanic Gardens website to include plant collection and plant identification

information database linkages CP 6.3, 6.5 Mar 2013 10

4. Provide annual Botanic Gardens Visitor Centre educational program development and

implementation CP 1.2, 2.2 Jun 2013 25

5. Support development and implementation of improved processes for cross-Branch Green

Space Management CP 1.7, 2.2, 4.4, 6.2

Jun 2013 10

101




On Target

6. Undertake quarterly Botanic Gardens Interpretational Program satisfaction customer service survey

CP 1.2, 2.2, 6.7

Jun 2013 15



Performance Rating


1.2, 1.3 Number of Botanical Information Displays

Number of displays per quarter

Quarterly

2.2, 2.3 Visitors to Botanical Gardens


Monthly

Visitor numbers slightly down on average Continue to promote the Botanic Gardens to visitors and the local community

2.2, 2.3, 2.4 Visitor Satisfaction Levels

95% of customers surveyed are satisfied

Periodic

2.2, 2.3 Number of Students attending programme


Monthly

1.2, 1.3, 2.2 Number of Presentations and Workshops


Monthly

Documents

COMMUNITY SERVICES COMMITTEE and implementing self-service holds options with consideration to the integrity of public and staff spaces exploring and implementing new membership policies