cstra 22042014 agn at - armadale.wa.gov.au · city of armadale agenda of city strategy committee to...

CITY OF ARMADALE

AGENDA OF CITY STRATEGY COMMITTEE TO BE HELD IN THE COMMITTEE ROOM, ADMINISTRATION CENTRE, 7 ORCHARD AVENUE, ARMADALE ON TUESDAY, 22 APRIL 2014 AT 7:00 PM. A meal will be served at 6:15 p.m.

PRESENT: APOLOGIES: Cr D M Shaw (Leave of Absence)

Cr G Nixon (Leave of Absence) Cr M H Norman (Leave of Absence)

OBSERVERS: IN ATTENDANCE: PUBLIC: “For details of Councillor Membership on this Committee, please refer to the City’s website – www.armadale.wa.gov.au/your council/councillors.”

CITY STRATEGY 2 22 APRIL 2014 COMMITTEE

DISCLAIMER The Disclaimer for protecting Councillors and staff from liability of information and advice given at Committee meetings to be read. DECLARATION OF MEMBERS’ INTERESTS QUESTION TIME DEPUTATION CONFIRMATION OF MINUTES

RECOMMEND Minutes of the City Strategy Committee Meeting held on 17 March 2014 be confirmed.

ITEMS REFERRED FROM INFORMATION BULLETIN - ISSUE NO.6/2014

The following items were referred via Issue No. 6/2014: Progress Report

Progress Report on Contingency, Operational & Strategic Projects Outstanding Matters & Information Items

Report on Outstanding Matters – City Strategy Committee Conference Reports

UDIA National Congress 2014 - 26th – 28th March 2014 – Brisbane (Cr Wielinga) Donations/Grants/Contributions Accounting Reports Common Seal Report If any of the items listed above require clarification or a report for a decision of Council, this item to be raised for discussion at this juncture.


CONTENTS

CITY STRATEGY COMMITTEE

22 APRIL 2014

1. FINANCIAL MANAGEMENT & PLANNING

1.1 LIST OF ACCOUNTS PAID - MARCH 2014 ................................................................................. 4

1.2 MONTHLY STATEMENT OF FINANCIAL ACTIVITY - MARCH 2014 ................................... 6

1.3 **WESTERN AUSTRALIAN TREASURY CORPORATION MASTER LENDING AGREEMENT .................................................................................................................................. 8

2. GOVERNANCE & ADMINISTRATION

2.1 PROPOSED LEASE - 145 JULL STREET, ARMADALE - POLYTECHNIC WEST ................. 11

3. MISCELLANEOUS

3.1 MARKETING AND COMMUNICATIONS PLAN ...................................................................... 17

3.2 SOCIAL MEDIA POLICY ............................................................................................................. 20

4. COUNCILLORS’ ITEMS

NIL ............................................................................................................................................................ 23

5. CHIEF EXECUTIVE OFFICER’S REPORT

NIL ............................................................................................................................................................ 23 SUMMARY OF “A” ATTACHMENTS ...................................................................................................... 24

CITY STRATEGY 4 22 APRIL 2014 COMMITTEE - Financial Management & Planning

1.1 - LIST OF ACCOUNTS PAID - MARCH 2014

WARD

: ALL In Brief:

The Report presents, pursuant to Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations 1996, the List of Accounts paid for the 01.03.14 to 31.03.14.

FILE No.

: M/287/14

DATE

: 9 April 2014

REF

: AB

RESPONSIBLE MANAGER

: Executive Director Corporate Services

Tabled Items

Nil Officer Interest Declaration

Nil Strategic Implications

Corporate Services Make maximum use of available technology to improve administration, governance and service delivery. Legislation Implications

Section 6.10 (d) of the Local Government Act 1995 refers, ie. 6.10. Financial management regulations

Regulations may provide for — (d) the general management of, and the authorization of payments out of —

(i) the municipal fund; and (ii) the trust fund,

of a local government.

Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations 1996 refers, ie.

13. Lists of Accounts (1) If the local government has delegated to the CEO the exercise of its power

to make payments from the municipal fund or the trust fund, a list of accounts paid by the CEO is to be prepared each month showing for each account paid since the last such list was prepared —

(a) the payee’s name; (b) the amount of the payment; (c) the date of the payment; and (d) sufficient information to identify the transaction.

(3) A list prepared under subregulation (1) is to be — (a) presented to the council at the next ordinary meeting of the council

after the list is prepared; and (b) recorded in the minutes of that meeting.


(4) After the list referred to in subregulation (1) has been prepared for a

month the total of all other outstanding accounts is to be calculated and a statement of that amount is to be presented to the council at the meeting referred to in subregulation (3)(a).

Council Policy/Local Law Implications

Nil Budget/Financial Implications

All accounts paid have been duly incurred and authorised for payment as per approved purchasing and payment procedures. Consultation

Nil BACKGROUND

Pursuant to Section 5.42 of the Local Government Act 1995 (Delegation of some powers and duties to CEO), Council has resolved to delegate to the CEO (Primary Delegation No: 150 refers) the exercise of its powers to make payments from the municipal and trust funds. COMMENT

The List of Accounts paid for the period 01.03.14 to 31.03.14 is presented as an attachment to this report.

RECOMMEND

That Council note the List of Accounts paid as presented in the attachment to this report and summarised as follows: Municipal Fund Accounts paid totalling $26,502,453.76 on Vouchers 22122–22295, Batch 1552-1561, 1563, 102505-102543, 300283-300284, PY01.18-PY01.19 & PY99.05 Trust Fund Accounts paid totalling $867,547.31 on Vouchers 3338-3385, 400217 & Batch 1562.

ATTACHMENTS 1. Monthly Cheque Listing Report - March 2014


1.2 - MONTHLY STATEMENT OF FINANCIAL ACTIVITY - MARCH 2014

WARD

: ALL In Brief:

This Report presents the City’s Monthly Financial Report for the 9 month period ended 31 March 2014.

The Report recommendation is to receive the Financial Report.

FILE No.

: M/288/14

DATE

: 9 April 2014

REF

: AB

RESPONSIBLE MANAGER


Tabled Items



Developing our Organisation: Improve the environment for effective governance; Improve the overall financial viability of Council.

Legislation Implications

Local Government Act 1995 – Part 6 – Division 3 – Reporting on Activities and Finance Local Government (Financial Management) Regulations – Part 4 – Financial Reports. Council Policy/Local Law Implications


The Statement of Financial Activity, as presented, refers and explains. Consultation

Nil BACKGROUND

Each month officers are required to prepare monthly financial reports, covering the prescribed information, and present these to Council for receipt. COMMENT

Presented as an attachment is the Monthly Statement of Financial Activity for the period ended 31 March 2014. For the purposes of reporting material variances from the Statement of Financial Activity, indicators, as resolved by Council, have been applied.


These indicators are: Revenue

Material variances are identified where, for the period being reported, the actual varies to the budget by an amount of (+) or (-) $50,000 and in these instances an explanatory comment has been provided.

Expense

Material variances are identified where, for the period being reported, the actual varies to the budget by an amount of (+) or (-) $100,000 and in these instances an explanatory comment has been provided.

For the purposes of explaining each Material Variance, a three part approach has been taken. The parts are: 1. Period Variation

Relates specifically to the value of the Variance between the Budget and Actual figures for the period of the report.

2. Primary Reason Explains the primary reasons for the period Variance. As the report is aimed at a higher level analysis, minor contributing factors are not reported.

3. Budget Impact Forecasts the likely $ impact on the Annual Budget position. It is important to note that figures in this part are ‘indicative only’ at the time of reporting, for circumstances may subsequently change.

RECOMMEND

That Council:

pursuant to Regulation 34 of the Local Government (Financial Management) Regulations 1996 (Financial Activity Statement Report) accept the Statement of Financial Activity for the 9 month period ended 31 March 2014.

ATTACHMENTS 1. Monthly Financial Report - March 2014


**1.3 - WESTERN AUSTRALIAN TREASURY CORPORATION MASTER LENDING AGREEMENT

WARD

: ALL In Brief:

WATC has developed the Local Government Master Lending Agreement in order to improve lending processes. The LGMLA incorporates all future and existing loans under one agreement removing the need for individual loan agreements to be executed under seal each time a loan is raised through the WATC.

Recommend that the City of Armadale enters into a Local Government Master Lending Agreement with the Western Australian Treasury Corporation.

FILE No.

: M/202/14

DATE

: 3 April 2014

REF

: AB

RESPONSIBLE MANAGER


Tabled Items

1. Nil Officer Interest Declaration


4.6 Financial Sustainability & Accountability For Performance 4.6.2 Actively pursue alternative sources of revenue for Council's assets and operations. Legislation Implications

Section 6.20 of the Local Government Act refers, i.e.- Borrowings – Power to Borrow

6.20.1Subject to this Act, a local government may – (a) Borrow or re-borrow money: or (b) Obtain credit: or (c) Arrange for financial accommodation to be extended to the local government

in ways additional to or than borrowing money or 6.21. to enable the local government to perform functions and exercise the powers conferred on it under this Act or any other written law.

Section 6.21 of the Local Government Act refers, i.e.

Restrictions on Borrowing. 6.21.2 Where, under section 6.20(1), a local government borrows money, obtains credit or arranges for financial accommodation to be extended to the local government that money, credit or obtaining credit, financial accommodation is only secured by giving security over the general funds of the local government.

Section 6.24 of the Local Government Act refers: i.e.


Application of Money. A receiver holds all the money received by the receiver after payment of costs and expenses and his and her remuneration for the benefit of the security holders according to their respective priorities and the balance for the local government.

Council Policy/Local Law Implications

Council’s Policy and Management Practice ADM 18 – Common Seal is relevant. Budget/Financial Implications

Nil Consultation

1. Western Australian Treasury Corporation (WATC) 2. Officers of the Corporate Directorate

BACKGROUND

The WATC has in the past provided lending facilities to the City of Armadale by way of individual loan debenture agreements requiring signature under the City’s Common Seal. Prompted by legislative changes (under the Personal Property security Act 2009) applying to the activities of the WATC, and with a view to streamlining future loan borrowing practices with local government, the WATC has developed a Local Government Master Lending Agreement (LGMLA) that will govern all future loans made by the WATC to local government. DETAILS OF PROPOSAL

The LGMLA incorporates all future and existing loans together under one agreement removing the need in the past for individual loan agreements to be executed under the City’s common seal. The LGMLA once executed under seal will stand as an open ended loan agreement. The terms and conditions of the LGMLA, which are essentially the same as those contained in current individual loan debenture agreements, will equally apply to all current loans with WATC and all future loans from WATC. Without a LGMLA in place, the City will not be able to apply for future loans from the WATC which would be to the City’s disadvantage given loans from WATC generally offer more competitive interest rates than that available from the general financial market.. COMMENT

Whilst the LGMLA provides for an ongoing open lending facility, loan applications by the City will still be subject to the WATC’s credit approval policy at the time of the application. In accordance with the LGMLA, the process for future loan borrowings from WATC will be:-

City makes written loan application to the WATC (in accordance with the proposed loan borrowings resolved by Council in the Annual Budget);

WATC provides the City with a written loan quote; and


City accepts the loan quote in writing signed by an authorized signatory of the City as denoted in the LGMLA, ie. the Chief Executive Officer.

CONCLUSION

It is recommended that the City enter into a Local Government Master Lending Agreement with the WATC thereby allowing the City to take advantage of the more competitive (as compared to the general financial market) interest rates and terms offered by the WATC.

RECOMMEND

That Council authorises the Mayor and Chief Executive Officer to sign and seal the Local Government Master Lending Agreement with the Western Australian Treasury Corporation (WATC) which will govern all current and future loan borrowings between the City and the WATC.

ATTACHMENTS There are no attachments for this report.

CITY STRATEGY 11 22 APRIL 2014 COMMITTEE - Governance & Administration


2.1 - PROPOSED LEASE - 145 JULL STREET, ARMADALE - POLYTECHNIC WEST

WARD

: MINNAWARRA In Brief:

This report seeks Council approval to enter into a new lease with Polytechnic West for the ground floor of 145 Jull St Armadale (former council offices).

Recommend that Council agree to enter into a new lease with Polytechnic West for the premises on the ground floor of 145 Jull St Armadale for a three (3) year term commencing 1 July 2014 and expiring 30 June 2017.

FILE No.

: M/172/14

DATE

: 20 March 2014

REF

: NP

RESPONSIBLE MANAGER


Tabled Items


Nil Strategic Implications Outcome and Strategy 2.6 – Council buildings and facilities that meet community needs

2.6.1 Provide and maintain Council buildings, facilities and public amenities

Outcome and Strategy 3.3 – A skilled, mobile and diverse workforce 3.3.1 Facilitate provision of a full range of education and training opportunities

Outcome and Strategy 3.5 – A well developed relationship with industry, commerce and government

3.5.2 Develop and maintain intergovernmental economic development relationships

Legislation Implications Local Government Act 1995 Section 3.58 – Disposing of Property. Local Government (Functions and General) Regulations 1996 Reg 30 – Dispositions of property to which s3.58 does not apply. Council Policy/Local Law Implications Council Policy ADM 2 – Property Lease Rentals. Budget/Financial Implications

The City would continue to receive income of approximately $90,000 per annum exc of GST for the 2014/15, 2015/16 and 2016/17 financial years. Consultation

1. Chief Executive Officer 2. Executive Director Corporate Services 3. Director City Projects 4. Manager Economic Development


5. Polytechnic West BACKGROUND

At its meeting of 20 August 2007 Council resolved (CS71/8/07): “That Council 1. Offers a new lease to the Minister For Training for the premises on the ground floor of

145 Jull St, Armadale, being a portion of Canning Location 31 and being the whole of the land comprised in Certificate of Title Volume 1218 Folio 692, subject to the following essential terms and conditions: The lease commencing 1 January 2008 An initial term of twelve (12) months with an option for a further term of twelve (12)

months A rent commensurate with current market value Exclusive use of six (6) car parking bays at the front of the premises The lessee being responsible for:

Building and Public Liability insurance All normal outgoings Security Internal maintenance of the building including the air conditioning

The City being responsible for: Maintaining the structure of the building (including the cleanliness of

the exterior) and air conditioning other than to the extent that the Lessee is responsible

Maintaining the grounds 2. In the event that the Minister For Training does not accept the offer, officers commence

negotiations to source an alternative tenant/lessee under the same conditions as in (1) above.”

Although Polytechnic West’s lease expired 31 December 2009 they continued to occupy the premises on a month by month tenancy in accordance with the terms and conditions of the lease for the period January 2010 to December 2010. At its meeting of 26 July 2010 Council resolved (CS69/7/10): “That Council agrees to enter into a new lease with the Minister for Training and Workforce Development for the premises on the ground floor of 145 Jull St, Armadale, being a portion of Canning Location 31 and being the whole of the land comprised in Certificate of Title Volume 1218 Folio 692, subject to the following essential terms and conditions: Lessee: Minister for Training and Workforce Development Leased premises: That portion of 145 Jull St, Armadale of approximately 468.2

m2 as indicated on the plan attached to this report Term: One (1) year with two (2) one (1) year renewal options Commencement Date: 1 January 2011 Rent: Current market valuation and increased by the Consumer Price

Index (All Groups) Perth for any renewal periods Lessee’s Responsibilities: Lessee to be responsible for:

• building insurance and public liability insurance • All normal outgoings • Security


• Internal maintenance of the building including the air conditioning

City’s Responsibilities: The City to be responsible for: • Maintaining the structure of the building (including the

cleanliness of the exterior) and air conditioning other than to the extent that the Lessee is responsible

• Maintaining the grounds” At its meeting of 24 January 2011 Council resolved (CS3/1/11): “That Council agrees to amend the term of the lease with the Minister for Training and Workforce Development for the premises at 145 Jull St Armadale to three (3) years.” At its meeting on 24 June 2013 Council resolved (CS57/6/13): “That Council, in accordance with clause 4.4 of the lease, grants approval for Polytechnic West to continue to occupy the premises at 145 Jull St, Armadale on a month by month basis until 30 June 2014 under the same terms and conditions of the existing lease subject to the rent payable being increased by CPI.” DETAILS OF PROPOSAL

Polytechnic West is seeking to enter into a new lease for the ground floor of 145 Jull St, Armadale (former Council offices). It is proposed that the basic terms and conditions are set as follows, which are consistent with their existing lease: Lessee: VET (WA) Ministerial Corporation (Polytechnic West) Leased premises: That portion of 145 Jull St, Armadale of approximately 468.2

m2 as indicated on the plan attached to this report Term: Three (3) years Commencement Date: 1 July 2014 Rent: Current market valuation and increased by the Consumer Price

Index (All Groups) Perth annually Lessee’s Responsibilities: Lessee to be responsible for:

• building insurance and public liability insurance • All normal outgoings • Security • Internal maintenance of the building including the air

conditioning City’s Responsibilities: The City to be responsible for:

• Maintaining the structure of the building (including the cleanliness of the exterior) and air conditioning other than to the extent that the Lessee is responsible

• Maintaining the grounds” COMMENT

ANALYSIS

Council currently leases the ground floor of 145 Jull St Armadale to Polytechnic West, who have been delivering, training through a Commonwealth funded Adult Migrant Education Program (AMEP) Contract for well over the past decade. This lease is due to expire 30 June 2014.


In June 2013 it was reported to Council that Polytechnic West were seeking a six (6) month extension to 30 June 2014 to their lease to enable them to acquit their grant for the program. It was advised that once this had been done that they would no longer require the premises as funding would no longer be available. However they have now confirmed they have secured funding to continue to deliver the AMEP contract for further three years and are therefore seeking a new lease of the Jull Street premises. A valuation was obtained in November 2013 for the premises to provide some guidance as to market value for rental purposes. This provided a figure of between $175 and $200 per square metre based on leasing the building as a whole. In March 2014 advice was sought from the valuer to ascertain whether there had been any changes in the market to assist in determining an appropriate rent, with confirmation received that the market rent has experienced minimal to no growth. The valuer also advised that in regards to the area occupied by Polytechnic it would be fair to assume that the current rental achieved would be in the area of $190 to $200 per square metre. Polytechnic occupy an area of 468.2 m2 for which they are currently paying $91,108 per annum exclusive of GST (incorporates a CPI increase from 1 January 2014). This equates to $194.60 per square metre, which is in the range identified by the valuer. On this basis it would be considered appropriate that the commencing rent for the new lease would remain at this figure. However further increases should be applied in line with CPI for the second and third years of the lease. In regards to the process required under the Local Government Act to lease to Polytechnic West, Regulation 30(2)(b) states: A disposition of land is an exempt disposition if – …the land is disposed of to -

(i) A department, agency, or instrumentality of the Crown in right of the State or the Commonwealth.

As Polytechnic West falls within this definition, the lease is exempt from the provisions of s3.58 of the Local Government Act 1995 and negotiations can be held direct with them. OPTIONS

There are two options available, either agree to enter into a new lease or not agree. Option 1 – Enter into a lease with Polytechnic West This is the preferred and recommended option for the following reasons:

The valuable service the Department provides the community; The current tenant has occupied the premises for the past sixteen (16) years without any

problems; Continued revenue of approximately $91,000 per annum over the next three (3) years; It is consistent with the strategies and outcomes contained within the City’s current

Strategic Plan; Option 2 – Not enter into a lease with Polytechnic West The disadvantages of this option are that:


It is not in keeping with the City’s outcomes and strategies as outlined in the Strategic Plan;

It is not known how long it will take to source an alternative tenant and thus the City could be foregoing a guaranteed tenant for a possible period of three (3) years at a cost of approximately $91,000 exc GST per annum.

CONCLUSION

In consideration that no commitment has been made by any other interested parties to lease the entire building and knowing Council can guarantee a paying tenant for a portion of the facility, it is recommended that Council agrees to enter into a new lease with Polytechnic West for the premises at 145 Jull St, Armadale commencing 1 July 2014 based on the following considerations: The important service the Department provides to the community; The current tenant has occupied the premises for the past sixteen (16) years without any

problems; Continued revenue of approximately $91,000 per annum over the next three (3) years. It is consistent with the strategies and outcomes contained within the City’s current

Strategic Plan.

RECOMMEND

That Council agrees to enter into a new lease with VET (WA) Ministerial Corporation (Polytechnic West) for the premises on the ground floor of 145 Jull St, Armadale, being a portion of Canning Location 31 and being the whole of the land comprised in Certificate of Title Volume 1218 Folio 692, subject to the following essential terms and conditions:

Leased premises: The ground floor of 145 Jull St, Armadale consisting of approximately 468.2 m2

Term: Three (3) years with no option for renewal Commencement Date: 1 July 2014 Rent: Commencing rent to be $91,108 per annum exc GST and

increased by the Consumer Price Index (All Groups) Perth for the second and third years of the lease

Lessee’s Responsibilities: Lessee to be responsible for: • building insurance and public liability insurance • All normal outgoings • Security • Internal maintenance of the building including the air

conditioning City’s Responsibilities: The City to be responsible for:

• Maintaining the structure of the building (including the cleanliness of the exterior) and air conditioning other than to the extent that the Lessee is responsible

• Maintaining the grounds

ATTACHMENTS There are no attachments for this report.

CITY STRATEGY 17 22 APRIL 2014 COMMITTEE - Miscellaneous

3.1 - MARKETING AND COMMUNICATIONS PLAN

WARD

: ALL In Brief:

To ensure the City is maintaining a high level of marketing and communications, and achieving quality and value for its efforts, a review of current activities was undertaken and a new Marketing and Communications Plan has been developed to guide future actions.

Consultants, Marketforce, were engaged to conduct consultation with staff, carry out a Communications Audit and draft a Plan.

Recommend that Council: 1. Adopt the 5 Strategies outlined in the

City’s Marketing and Communications Plan; and

2. Note the Actions proposed to implement these Strategies and their status and priority under the City’s current Financial Plan and various adopted Strategies.

FILE No.

: M/145/14

DATE

: 10 March 2014

REF

: SD

RESPONSIBLE MANAGER

: Chief Executive Officer

Tabled Items



The Marketing and Communications Plan provides a framework to guide the City’s Communications and Marketing activities across all of the City’s Directorates for the next four years. It includes details of how Marketing and Communications activities will contribute to achieving many Strategic Community Plan Strategies (detailed on pages 34-35 of the Plan). Legislation Implications

Nil Council Policy/Local Law Implications


Most tasks will be funded from existing budgets and planned costings. Items that fall outside of planned budgets are identified in the Tasks List and will be submitted as part of budget processes.


Consultation

1. Consultation with staff from across the organisation who are involved in communications was carried out by the consultants. An audit of a wide array of the publications and communications produced by the City was also conducted.

BACKGROUND

The City’s current Marketing and Communications Strategy was prepared in 2005, with an expected life span of five years. In 2012 the Strategy was updated, acknowledging that local government reform was ‘on the horizon’, and any significant review could quickly become redundant. While LG Reform is now imminent, the rapidly changing environment of modern communications and media make it imperative that the City plan all marketing and communications actions strategically, to ensure success and value. DETAILS OF PROPOSAL

The proposed Marketing and Communications Plan document develops five marketing strategies and recommends actions to achieve desired outcomes across all of the City’s Directorates. Those Strategies and Actions are then used by the organization to develop a Tasks List and timeframe for the coming two years. COMMENT

ANALYSIS

The consultants conducted a detailed Communications Audit of City publications and communications and held interviews and workshops with City staff. They also considered the previous Marketing Strategies and the current relevant City Strategies and Plans, including the Strategic Community Plan, Economic Development Strategy, and the Tourism Destination Marketing Strategy. Their findings and proposal were then workshopped with Elected Members of the Council. The City’s Consultants were selected for their awareness of the opportunities for promotion and communication currently available, and those effectively utilised by local governments in WA. Based on this research the consultants developed a framework for the City’s Marketing and Communications Plan which was presented to MANEX. Support was received for the proposed format and the consultants proceeded accordingly. The five Marketing Strategies proposed in the Plan draw together the goals of 20 Strategies developed by the Council in its Strategic Community Plan. Each of those five Marketing Strategies is then expressed in terms of prioritised Marketing Actions, to guide delivery. A Tasks List was then prepared, based on the Marketing Strategies and Actions of the Marketing and Communications Plan, to map the marketing and communications activities of the City for the next two years. This Task List will vary but is attached as a guide to how the Plan is being implemented. In a final step, the Plan was presented and compared to the City’s Strategic Community Plan and Corporate Business Plan at a Workshop with Elected Members.


The Plan provides an agenda for Communications and Marketing actions across the City and focuses on promoting the community of Armadale and the activities of the City effectively and consistently. OPTIONS

Option 1 Approve the Five Marketing Strategies outlined in the Marketing and Communications Plan. Note the actions proposed to implement these Strategies – Recommended.

Option 2 Not approve the Five Marketing Strategies proposed – Not recommended. CONCLUSION

The Plan provides an adaptable framework for ensuring communications created by the City maximise the potential to reach audiences and successfully impart the desired messages. Proposed changes seek to provide a broader reach of audiences and to ensure publications and communications cross-promote the City’s message while providing best value per dollar.

RECOMMEND

That Council:

1. Adopt the Five Strategies outlined in the City’s Marketing and Communications Plan; and

2. Note the Actions proposed to implement these Strategies and their status and priority under the City’s current Financial Plan and various adopted Strategies.

ATTACHMENTS 1. Marketing and Communications Plan 2. Marketing & Communications Plan - Tasks List


3.2 - SOCIAL MEDIA POLICY

WARD

: ALL In Brief:

This report proposes a new Policy in regards to City Social Media use.

Recommend that Council approve Policy ADM22 - Social Media Policy and note the associated Management Practice.

FILE No.

: M/148/14

DATE

: 11 March 2014

REF

: KL

RESPONSIBLE MANAGER

: Chief Executive Officer

Tabled Items



The Social Media Policy sets the backdrop for the City’s approach to Social Media and will assist in achieving a range of Strategic Community Plan Strategies (outlined in main report). Legislation Implications

Nil Council Policy/Local Law Implications

This new Policy will be incorporated in the City’s Policy Manual. Budget/Financial Implications

The proposed requirements of the Social Media Proposal are provided for in the existing Marketing and Communications budget. Consultation

1. Elected Members, Executive Management team (MANEX) and staff.

BACKGROUND

With the rapid rate of change in the electronic media environment, both Councillors and staff have expressed the need for the City to adopt a strategic approach to Social Media. Consultants were employed to engage with staff and Councillors and provide recommendations for best practice use of Social Media by the City. It now remains for Council to adopt an appropriate Social Media Policy to underpin ongoing Management Practices.


DETAILS OF PROPOSAL

COMMENT

ANALYSIS

The City has been involved in the Social Media space in an informal manner for several years. It is recognized there are inherent pitfalls and corporate risks in this environment and local governments have been advised to tread warily in this field. However social media has rapidly become a valid means of immediate communication and response. It is felt that it is time for the City to be involved in the social media space in a higher profile way. Many WA local governments have already engaged in this area, with mixed results. Consultants OMD, a subsidiary of Marketforce, were engaged to consult with staff and Councillors on their expectations of City use of Social Media and identify champions and opportunities for potential campaigns and topics. The many varied Social Media approaches employed by other local governments were also investigated to prepare a proposal on how the City of Armadale might become involved. Following MANEX’ consideration of the resulting proposal a draft Policy, Management Practice and Guidelines have been developed for the City’s approach to Social Media. The Executive Summary of the Proposal explains as follows:

“Social media has reached a prevalence where it can be seen as a necessary extension of current offline communications activity and customer service. Social media provides an opportunity for the City to communicate with residents and stakeholders in a forum where they already spend a lot of time. These stakeholders are also often the residents who can no longer be reached through more traditional forms of communication. Social media is about short, sharp messages and timely responses. Social media does not replace existing communication channels, such as the City’s website or newsletter, but rather can be an effective channel to draw users to the City’s website and to supplement existing communication channels. It is recommended that the City of Armadale get holistically, cohesively and strategically active in social media, through the initial platforms of Facebook and Twitter. To be successful, and to ensure the City maintains its reputation as an open and accountable local government, it is vital that social media be used to facilitate and encourage interaction and engagement as well as promoting corporate messages in an appropriately informal manner. The City’s social media use will promote the City as a place to live, do business, visit and invest. The City presence will also give the City the ability to participate in the online conversations already taking place about subjects of interest to the City, Council and the community.”

OPTIONS

Option 1 – Not approve the Policy.


Due to previous requests in regard to Social Media – this is not recommended. Option 2 – Adopt draft Policy ADM22.

Note content of Social Media Proposal - this is the preferred option.

CONCLUSION

Draft Policy ADM22 – Social Media Policy defines the City’s approach to Social Media use and supports the implementation of associated Management Practices, Councillor and Staff Usage Guidelines.

RECOMMEND

That Council:

1. That Council adopt draft Policy ADM22 – Social Media Policy to define the City’s proposed future strategic approach to Social Media use as follows:

“The City of Armadale will develop, monitor and maintain a corporate, strategic social media presence to enhance and promote City activities, services and facilities and to facilitate City participation in online conversations with the community, stakeholders and potential residents, business owners and visitors”.

2. Note the attached Social Media Proposal, incorporating the Policy, Management Practice, Councillor Guidelines and Staff Usage Guidelines.

ATTACHMENTS 1. Social Media Proposal 2. Management Practice - Social Media 3. Councillor Guideline - Use of Social Media 4. Staff Usage Guidelines - Social Media


COUNCILLORS’ ITEMS Nil CHIEF EXECUTIVE OFFICER’S REPORT Nil

MEETING DECLARED CLOSED AT ___________


CITY STRATEGY COMMITTEE

SUMMARY OF “A” ATTACHMENTS 22 APRIL 2014

ATT NO. SUBJECT PAGE

1.1 LIST OF ACCOUNTS PAID - MARCH 2014

1.1.1 Monthly Cheque Listing Report - March 2014 25

1.2 MONTHLY STATEMENT OF FINANCIAL ACTIVITY - MARCH 2014

1.2.1 Monthly Financial Report - March 2014 52

3.1 MARKETING AND COMMUNICATIONS PLAN

3.1.1 Marketing and Communications Plan 73

3.1.2 Marketing & Communications Plan - Tasks List 121

3.2 SOCIAL MEDIA POLICY

3.2.1 Social Media Proposal 124

3.2.2 Management Practice - Social Media 133

3.2.3 Councillor Guideline - Use of Social Media 138

3.2.4 Staff Usage Guidelines - Social Media 140

City Strategy 25 ATTACHMENT 1.1.1COMMITTEE - 22 April 2014


Social Media Proposal In Brief: It is proposed that the City of Armadale develop centralised social media profiles, initially on Facebook and Twitter, which: promote the attributes, services, facilities, events and programs of the City; provide information to the community on consultation and updates on other useful topics; provide a forum for discussion with the City and the answering of questions by the City. These profiles would be managed by the Marketing and Communications team through the newly hired Marketing and Communications Officer, with cooperation of Champions from each business unit who will participate in developing content for posts and seek information for responses to queries. Executive Summary: Social media has reached a prevalence where it can be seen as a necessary extension of current offline communications activity and customer service. Social media provides an opportunity for the City to communicate with residents and stakeholders in a forum where they already spend a lot of time. These stakeholders are also often the residents who can no longer be reached through more traditional forms of communication. Social media is about short, sharp messages and timely responses. Social media does not replace existing communication channels, such as the City’s website or newsletter, but rather can be an effective channel to draw users to the City’s website and to supplement existing communication channels. It is recommended that the City of Armadale get holistically, cohesively and strategically active in social media, through the initial platforms of Facebook and Twitter. To be successful, and to ensure the City maintains its reputation as an open and accountable local government, it is vital that social media be used to facilitate and encourage interaction and engagement as well as promoting corporate messages in an appropriately informal manner. The City’s social media use will promote the City as a place to live, do business, visit and invest. The City presence will also give the City the ability to participate in the online conversations already taking place about subjects of interest to the City, Council and the community.


Recommendations:

1. The recommendation is that the City has one presence or profile per social media platform. This will allow the city to maximise its ability to build the largest online community and to maintain that community effectively, efficiently, with consistency and to a high quality.

2. It is recommended that Marketing and Communications lead the social media project and

hold responsibility for posting to centralised pages initially (with potential for development of additional profiles at a later stage, based on monitoring and interaction).

a. The process can only work with 'Champions' from each business unit taking responsibility for seeking and providing accurate, approved and fast responses to enquiries or comments. Marketing will monitor and advise champions of enquiries which require responses.

b. While Marketing and Communications will take the lead on the project and be at the front line of direct interaction with the platforms, it will be crucial for the entire organisation to be invested and involved in the project.

c. IT assistance will be required for setting up profiles and finessing use of monitoring tools. All areas will need to be prepared to provide prompt responses, in order for the organisation to see the positive outcomes that social media has the potential to provide.

3. Monitoring could be undertaken by marketing during business hours, with a disclaimer

posted on profiles stating that only monitored between 8am and 6pm. This has worked for other LGs in WA, and is currently the only possible outcome, given that it has not been confirmed whether the new Marketing Officer will be able to be paid overtime. If an on‐call allowance or similar can be paid, then monitoring could take place for more hours, with simple matters responded to quickly, and more detailed matters being responded to with a holding statement (e.g. “Thank you for your comment/question, we are looking into the details and will get in contact with you ASAP.") or further responses, sourced through contact with relevant staff advising of correct info. Obviously this would also have flow on effects on other staff if they were required to be available to provide information to the Marketing Officer.

4. Record keeping will be managed through various methods, including using online tools for

downloading posts for registering in TRIM. An online tool such as SocialSafe is recommended for downloading, and formatting to PDF of posts, messages, images etc. on a profile, ready for records processing.

5. Exit Strategies to be developed for the gradual migration of existing communities on other City social media platforms, leading to eventual shutdown.


Facebook Approach:

Purpose: Develop a new forum to focus on development of an online community, by highlighting what COA provides consumers – e.g. news, events, activities, facilities, a forum for feedback, broadcast information and market research. The tangible goals:

Increase ‘likes’ through engaging content and Facebook advertising – set X number of ‘likes’ to be achieved by the 6 month mark.

Increase interactions ‐ aim to set X number of responses, likes and shares for each post

Increase traffic to the website – set X amount each month

Increase attendance at events and programs (with capacity for growth) run by departments and facilities such as the library, the Arena, Ignite basketball, etc.

Draw data on ratepayers and residents that can be utilised moving forwards. Details:

Development of a central City of Armadale Facebook profile would be the first social media project. This will present an official, branded page for consumers to engage with beyond traditional means, and allow for the gradual migration and eventual shutdown of the current active pages.

A single central page will showcase the wide variety of services the City offers and will ensure that the online community of interest is built and maintained rather than fragmented. This provides opportunities for cross promotion and maximum contact potential.

Content posted should be interesting and provide users with opportunities to engage further.

Posts would cover topics including: News, events, services, engagement, facilities.

Information would be drawn from the website, newsletters, media and media releases, council items and other existing collateral, plus specifically generated social content.

To facilitate an interesting and engaging profile for followers the Marketing and Communications Officer and the social media Champions would develop a posting schedule to plan balanced content. Champions would then be aware of the content they need to provide to the Marketing and Communications Officer and the timeframes.

Questions and enquiries cannot be planned so will require a responsive and flexible approach as topics arise.

Facebook advertising should be utilised to promote the profile to relevant and interested users. This advertising can be highly targeted to appropriate audiences.


Twitter Approach:

Purpose: Overhaul the existing City of Armadale Twitter profile to create a new forum to focus on customer service and support, technical support and information services and to allow for wide broadcast of information, as well as extending the reach of other COA branded social media sites. The tangible goals:

Set X number of followers to achieve by 6 months.

Measuring customer satisfaction and resolution success. Set KPI’s for those involved to resolve issues in X set amount of time, and/or resolve X amount of issues a day/week/month.

Ensure every tweet is responded to in a timely manner ‐ set X amount of time to issue a reply.

Set X amount of times a day/week/month other online COA site links and information is tweeted to followers.

Details:

Twitter allows users to receive brief (140 characters or less), precise responses making it ideal for Customer Service and support type matters. It can be very effective at reducing phone enquiries, and is essentially the newest avenue for residents and ratepayers to seek information or assistance from the City.

Similar to the Facebook method of management, the Champions from each business unit would play an essential role in providing responses from their area of expertise. It is proposed that over time the various Champions could be mobilised to respond directly to queries, but as a starting point the centralised model would see Marketing and Communications being solely responsible for posting responses.

Twitter is valuable as a signpost to point users to other locations, I.e. website, Facebook, other social media sites as developed. Providing the City an opportunity to reach more people with information that is disseminated.

Twitter is also ideal as a short broadcast medium, which can be helpful for the city to get information out quickly and invaluable for followers who receive the information. E.g. Notice of road closures, traffic accidents, facility closures, in emergency situations, total fire ban periods.


Other Social Media Platforms:

There are many other social media platforms, (e.g. YouTube, Instagram, LinkedIn, Pinterest, blogs) with new ones being developed and becoming popular all of the time. The nature of social media dictates that the City should monitor the online situation and be ready to be adaptable to new platforms. Facebook and Twitter, as two of the most prevalent platforms with proven longevity, are a good place to start. Other platforms can be used to add value to existing platforms, and as interaction and success of the City's social media platforms grows, adding extra platforms can enhance the quality and interactivity of posted content.

Other Considerations: Policy: A policy regarding social media use should be approved and usage guidelines should be provided for staff and councillors.

Proposed policy text: The City of Armadale will develop, monitor and maintain a corporate, strategic social media presence to enhance and promote City activities, services and facilities and to facilitate City participation in online conversations with the community, stakeholders and potential residents, business owners and visitors.

Management Practice: A Management practice (which takes into account the Code of Conduct, the Record Keeping Policy and Management Practice, the IT Policy and Guidelines, and established media response approvals process) will need to be developed to guide staff on expectations and requirements. Usage Guidelines: Guidelines for the use of Social Media by both staff and Councillors should be developed once the approach to Social Media has been supported by MANEX. These will be based on the best practice principles, provided by the Consultants, and the experiences of other Australian Local Governments. Budget/Financial Implications: The staff allocation and additional budget requirements were approved in the 2013‐2014 budget. Any additional future budget requirements will be dependent on what new and additional approaches the City decides to employ as Social Media activities develop, and will be applied for through the normal budget process.


Attachments – Supplementary Information

Strategic Implications:

The Social Media Actions will assist the City to achieve all five Marketing Strategies from the draft

Marketing and Communications Strategy:

1. Market & communicate initiatives that improve community wellbeing. 2. Promote the role the city’s natural environment plays in quality of life. 3. Market and promote Armadale and its potential to the business and investment communities. 4. Build the city’s destination marketing capability to drive consideration as a tourism destination. 5. Improve integration & coordination of communications. These Marketing Strategies have been developed to achieve the outcomes of 20 Strategic

Community Plan Strategies:

1.2.2 Advocate and promote programs and services that enhance the wellbeing of seniors. 1.2.3 Increase engagement and participation of youth in the community. 1.3.2 Promote and support community arts and events. 1.3.4 Promote and support initiatives that enables the community to enjoy a variety of cultural experiences. 1.5.1 Provide and promote Council sport, recreation and leisure facilities. 1.5.2 Provide and promote a range of leisure, sport and recreational programs. 1.5.3 Promote walking and cycling trails for recreation and commuter use. 1.6.3 Promote and support planning and activities that encourage a safe and responsible community. 2.11.3 Promote and assess initiatives for water conservation and re‐use. 3.1.1 Market and promote Armadale and its potential to the business and investment communities. 3.1.2 Facilitate targeted economic development opportunities. 3.4.1 Promote and support the Champion Lakes Complex and events. 3.4.2 Promote Armadale, nationally and internationally, in partnership with State and Regional tourism initiatives. 3.4.3 Market and promote the locality of the City of Armadale to residents, stakeholders and the wider West Australian community. 3.5.2 Develop and maintain intergovernmental economic development relationships. 4.3.1 Ensure there is effective two way communications with the local community. 4.3.2 Promote and celebrate the organisation, its services and achievements. 4.4.2 Create a culture of teamwork, creativity and self‐empowerment. 4.7.1 Provide and promote responsive customer services. 4.7.2 Implement a programme of continuous improvement in service delivery. Business Goals: These broader goals (which stem from the consultation with those staff active in marketing and/or communications actions undertaken by the Marketing and Communications Strategy consultants, and attended by the Social Media Consultants) will sit within the marketing department and are the backbone of why the City of Armadale would be opening communications within the social sphere:

Reach different sectors of target markets that are not being reached by current traditional media.

Reach those who have become disengaged with CoA (e.g. Youth and young adults).

Participate in open, transparent and two‐way communication with stakeholders and specific targets.


Educate consumers on the news, opportunities, activities, etc. that COA offers to its ratepayers, as well as promoting events, services and programs ‐ to increase awareness of CoA and how it supports the City as a whole.

Create an online CoA community to promote participation in City decision making (through consultation processes) and facilitate a controlled environment to stimulate discussion.

Become a valuable resource for CoA consumers by developing an avenue for the speedy (or immediate) dissemination of information to the community, especially valuable for use in emergency or disaster situations.

Provide another avenue for customer services, which additionally provides the potential to multiply in value through reaching many more consumers than just the original poster.

Extract market research data direct from residents, ratepayers and other target audiences.

Increase traffic to the website, mobile app and other COA branded offline channels. Business Unit specific objectives: Additional suggestions relate to specific social media objectives the consultants explored when talking directly to different departments through this process. They suggest these be further formulised in conjunction with offline KPIs and needs of the department, but have included discussed points below:

Arena/Recreation & Leisure Services o Promotion of events and activities

o Increase in attendance

o Increase in members

o Increase in new sports teams applications

Governance and Administration

o Assist customer service

o Reduction in phone and in‐person queries

Community Development o Increase in attendance at events

o Engagement and post‐events activity (sharing, feedback etc)

o Generation of a database of consumers from different demographics to later use to target specifically for feedback

Youth o Focus on Youth as a whole, looking for an increase of fans and interactions in order to

improve awareness within this age group

o Attendance at events, programmes and meetings

o Likes, responses and engagement

Planning/Development Services o Communicate with the public more effectively regarding developments

o Utilise as an alternative communication method beyond the website

o Educate the community on rules and regulations

Information Technology o Announce new services e.g. online payment of rates


Library & Heritage Services o Engagement

o Promote particular services in the library, like events

o Retain independence and “social” aspect of the library

Records

o Communicate more effectively with the public regarding maintenance etc.

o Decrease amount of routine enquiries

Technical and Waste Services o Communicate relevant information

o Improve perception of waste collection

o Educate re waste management

Tourism, Arts and Events o Increase likes

o Increase and drive potential visitors of the region

o Increase visitors to visitarmadale.com.au Target Audience: By understanding the target audiences we can establish what they talk about, where they talk about it and what collateral and content exists already or what the City could create for them to activate and ensure engagement. A broad audience has been defined as relevant to the City, due to the responsibility of local government to provide public service for those in the community. In terms of social media, the following key segments have been defined directly by the city as below:

Residents who already discuss the City on Social Media.

Residents who are interested in asking the City questions or hearing about what’s happening in their City.

The large proportion of the community (figures get worse the younger the resident) who the City struggles to reach with the traditional communications tools currently being used. E.g. City newsletter, local newspapers .

We have also outlined further segments below that activity should also be relevant to:

Business owners

Builders and developers

Suppliers or contractors

Library and recreational facilities users

Community and sports groups

Employment seekers

Media and researchers


Draft Champions List:

The Draft Champions List is made up of people who either:

Responded to the Social Media survey the consultants distributed to staff, demonstrating an interest in social media.

Have asked the Marketing and Communications team about social media.

Display enthusiasm for communicating to stakeholders in meaningful ways, or are responsive to requests for information for traditional communications activities.

Directorate Business Unit Proposed Champion

Community Development Leisure Facilities

Community Development

Youth

Library & Heritage Services

Tourism

Champion Centre

Rangers

Library

Corporate Services Customer Service

Governance

IT

Rates

Finance

Website

Records

Development Services Planning

Planning

Statutory Planning

Health

Building

Environment

Switch your Thinking!

Technical Services Waste Services

Traffic

Engineering

Parks

Property

Civil Works

Chief Executive’s Office Human Resources

Economic Development

Marketing & Communications



City Projects

Mayor’s Office


Management Practice ‐ Social Media

Objective This Management Practice has been developed:

To provide guidance to City employees on the use of social media for City business and sets out the City’s expectations for employees as representatives of the City either at work or in a personal capacity.

To ensure the City’s social media channels are used in an appropriate manner, consistent with business needs and best practice.

To ensure the City maximises the use of social media tools to inform and engage with stakeholders and the community.

To protect the City’s reputation. Scope This Management Practice applies to all employees using social media sites. Definitions Social media tools are online platforms or sites which facilitate the building of social networks for the purpose of communicating and sharing news, comments and opinions. The business objective of social media tools is to converse and engage with stakeholders, customers and the community. The social media tools currently used by the City are:

Facebook – a social networking website which allows online users to connect and share information with online users.

Twitter – a micro‐blogging site where users can provide and publish brief updates or tweets on a subject.

YouTube – a video sharing website on which users can upload, share, and view videos.

Management of Social Media Tools and Content Marketing and Communications team Social media content is managed and monitored by the Marketing and Communications team with the assistance of Social Media Champions from each Business Unit of the City. Only the City’s Marketing and Communications team may post on City profiles unless another employee is authorised by the Chief Executive Officer. It is the responsibility of the Manager Marketing and Communications through consultation with the Chief Executive Officer and relevant Executive Directors to determine whether any additional officers have the ability to post information and respond to comments made by members of the community. Information Communications Technology It is the responsibility of Information Technology to ensure that staff have an appropriate level of access to the internet. Information Technology will be responsible for management of software and systems for the purposes of monitoring Social Media and meeting Record Keeping requirements.


Business Use of Social Media

When preparing information to post on the City’s social media sites, employees are to:

Ensure appropriate approvals are obtained before providing any information for posting, or making posts, on social media sites.

Ensure that any information posted online serves to enhance the services of the City, is in line with the City’s mission and values, and will not bring the City into disrepute.

Comply with City policies and management practices, in particular:

the City’s Code of Conduct.

the City’s IT Policy and Guidelines.

the Record Keeping Policy and Plan.

Comply with all laws relating to copyright, recordkeeping, privacy and defamation, including the need for accurate information, maintaining reliable records of official use, and ensuring comments are free from discrimination, harassment and offensive material.

Cite all sources quoted within information posted.

Ensure that appropriate approvals are obtained before publishing, or providing information to be posted.

Ensure all communication is objective and courteous.

Ensure that the privacy and confidentiality of information acquired at work is protected at all times.

Avoid making statements or engaging in activities of a party political nature.

Seek advice if unsure what is required.

Ensure that all content published is accurate not misleading, and complies with City policies and protocols.

Noncompliance with City policies and protocols may result in disciplinary action, and will be subject to the provisions of the City’s Code of Conduct Policy and/or provisions of other relevant State or Commonwealth legislation. Directors and Managers are responsible for staff compliance with this Management Practice. Personal Use of Social Media The Code of Conduct provides City of Armadale staff with consistent guidelines for an acceptable standard of professional conduct and should be considered in all use of social media. Employees should be aware of potential implications of Social Media use and ensure they do not bring themselves, their colleagues, or the City into disrepute in their personal use of social media, regardless of whether they are using a personal computer or mobile device at home or at work. Guidelines City of Armadale employees are expected to consider are:

Avoid derogatory comments about the City of Armadale.

Ensure that any personal comments that relate to the City or its activities, are declared as personal comments and not official City statements.

Ensure that all content published is accurate, not misleading or inappropriate.

Ensure that comments about fellow City employees cannot be regarded as harassing or discriminatory, or impact on workplace relationships.

Disclose and discuss only publicly available information relating to the City.

Be polite and respectful to people.


Community Use of the City’s Social Media Sites

Guidelines which determine appropriate conduct for public users of the City’s social media tools are to be made available on each profile. Guidelines include the following:

The City of Armadale does not accept responsibility for external comments on this page. They are not representative of the opinions or views of the City of Armadale. Posts may be deleted as determined, at the City of Armadale’s absolute discretion, if comments contain:

violent, obscene, profane, hateful, derogatory, racist or sexist language links or images,

information that may compromise the safety or security of the public,

any discussion or promotion of behaviour that is unlawful,

comments that threaten or defame any person or organisation,

solicitations, advertisements, endorsements or spam,

encouragement or glamorisation of the use of alcohol, tobacco, or illegal drugs,

multiple successive irrelevant posts by a single user,

repetitive posts copied and pasted or duplicated by single or multiple users,

any other inappropriate content or comments as determined by the City of Armadale. When interacting with this page, the City of Armadale requests that you:

exercise courtesy,

do not post your personal address or phone number,

acknowledge that the City cannot check the accuracy of every public post and does not take any responsibility for reliance on posts on this page,

adhere to Facebook Guidelines (or other social media guidelines appropriate to each profile).

By ‘liking’ this page you acknowledge the terms outlined in these Guidelines for Visitors and Users. Users who do not comply with these guidelines will be blocked from the page at the discretion of the City of Armadale.


Promotion of City Programs, Services, Events and Information Updates 1. The Marketing and Communications Officer and Social Media Champions from each Business

Unit will identify relevant City programs, services and events to be promoted via social media tools, i.e. Facebook and Twitter and how these will be cross promoted through the website, eNewsletters and traditional print mediums, and develop an annual program. The Marketing and Communications Officer will also be reactive to timely events and topical information and make posts where appropriate.

2. Champions will liaise with staff from their Business Unit to provide content for Social Media

(e.g. information, links, images, videos) and if required initiating staff will work with Marketing to develop materials, content, videos as required.

3. Where proposed Social Media posts are not direct repeats of existing approved promotional

materials, or are more than simple links to website content, Champions will seek relevant approval of content from Managers or Directors.

4. Social Media Champions refer content to Marketing and Communications for review and

uploading to the relevant sites if the content is acceptable. If content is not acceptable it will be referred back to Business Units for redrafting.

5. Marketing and Communications upload content to the respective social media sites. 6. Marketing and Communications monitor social media platforms on a regular basis each day

during business hours. Responding to Comments from the Public 1. The Marketing and Communications Officer assesses whether a response is required to

social media posts made on the City’s Social Media profiles or about City matters on other profiles.

2. If a comment posted on a City social media site, or regarding the City on a public profile, is

deemed to require a response:

If the response is a basic direction to content on the City’s website or an FAQ, the Marketing and Communications Officer, in consultation with Customer Service, drafts a response and publishes the comment. This will endeavour to be achieved within two business hours.

If the content is of a specific nature or considered to be contentious, the Marketing and Communications Officer will endeavour to acknowledge the post within two business hours, and will refer the response to the relevant Champion. (The Marketing and Communications Officer will also alert the Manager Marketing and Communications for evaluation of who to alert to the matter.) The relevant Champion will provide approved information to the Marketing and Communications Officer within four business hours, to post a follow up response.

Requests for information or services made via social media sites, that cannot be answered by the Marketing and Communications Officer or Customer Services,


will be forwarded to the Records Inbox for processing to the relevant Business Unit for actioning to the relevant Business Unit.

3. If community posts are deemed to be inappropriate or derogatory, the Marketing and

Communications Officer will respond to the comments, advising that the item has been removed as it does not meet the City’s Social Media Guidelines for Visitors and Users.

4. If community posts are inaccurate, the Marketing and Communications Officer will respond

with accurate and relevant information to clarify the issue. If the content is considered to be contentious, the Marketing and Communications Officer refers the response to the relevant Managers, Directors or the Chief Executive Officer for approval before publishing.

5. If City officers other than the Marketing and Communications Officer are permitted to

provide standard responses directly to community posts, content is to be drafted and agreed by the Business Unit Manager and the Marketing and Communications Officer before publishing.

6. If complaints are received via social media posts, the Marketing and Communications Officer

will acknowledge and attempt to redirect offline. The complaint will then be handled in accordance with City’s existing complaint handling process, as detailed Customer Service Charter.

Record Keeping Requirements 1. City officers must store a copy of any information, videos, photos etc. to be published on

social media platforms in accordance with the City’s record keeping requirements.

2. Periodic snap shots of Social Media profiles will be undertaken periodically and stored within the City’s corporate recordkeeping system (TRIM).


Councillor Guideline – Use of Social Media

The City of Armadale recognises that City Councillors may wish to use social media to promote their

activities online to their local community. These guidelines are intended to identify certain

obligations and requirements that apply as a result of a Councillor’s position.

What is Social Media

Social media tools are online platforms or sites which facilitate the building of social networks for the

purpose of communicating and sharing news, comments and opinions. Social media provides an

online space for conversation between two people or the community at large. Councillors may

choose to use social media to connect with members of the community or their ‘followers’. Some of

the most common social media platforms used are:

Facebook – a social networking website which allows online users to connect and share

information with online users.

Twitter – a micro‐blogging site where users can provide and publish brief updates or tweets on a

subject.

YouTube – a video sharing website on which users can upload, share, and view videos.

LinkedIn – a business networking website for people in professional occupations.

Councillor Responsibilities

Councillors are personally responsible for the content they publish on any form of social media, and

should understand their legal obligations. Unlike some other communication channels, what is said

on social media platforms is in writing, public and permanent.

If using social media for Council activities, Councillors should recognise the potential damage that

may be caused to the City or Council via personal use of social media when they can be identified as

a Councillor of the City of Armadale.

Councillors must comply with the requirements of the Local Government Act 1995 and the Local

Government (Rules of Conduct) Regulations 2007 and such obligations extend to Councillor use of

Social Media to communicate with the community.

These Guidelines are provided to assist Councillors to minimise risk of such damage, including

minimising action against an Elected Member under the Local Government (Rules of Conduct)

Regulations 2007.

In particular, the Local Government (Rules of Conduct) Regulations 2007 requires that Councillors

must not:

Cause detriment to the City, other Councillors, City officers or any other person;

Disclose information that a Councillor has derived from a confidential document or acquired

from a closed meeting, or is otherwise considered confidential in nature.


In view of this, Councillors when using social media should:

Expressly state on all postings that the stated views are their own and are not those of the

City or the Council (e.g. “In my opinion as a Councillor…”).

Only disclose and discuss publicly available information.

Ensure that all content published is accurate and not misleading and complies with all

relevant City policies and legislative requirements.

Endeavour to be polite and respectful to all people they interact with.

Adhere to the guidelines of the relevant social media platform/website, as well as

copyright, privacy, defamation, contempt of court, discrimination, harassment and other

applicable laws.

To protect Councillors it is recommended that Councillors do not:

Imply that they are authorised to speak as a representative of the City or the Council, or

give the impression that the views expressed are those of the City or the Council.

Post material that is offensive, obscene, defamatory, threatening, harassing, bullying,

discriminatory, hateful, racist, sexist, infringes copyright, constitutes a contempt of court,

breaches a Court suppression order, or is otherwise unlawful.

Use the City logos.

Use photos of another Councillor, City employee, contractor or other member of the City

without permission.

Use or disclose any confidential information obtained in their capacity as a Councillor of

the City.

Make any comment or post any material that might otherwise cause damage to other

persons, or the City’s reputation or bring it into disrepute.


City of Armadale Social Media Usage Guidelines

These guidelines are designed to assist with the management of social media use at the City of Armadale. They will provide a safe framework for online participation by City of Armadale employees. They apply to all employees who use social media for official purposes and on behalf of the City of Armadale. The City of Armadale is committed to engaging effectively with its local community in a meaningful, accountable, responsive and equitable way. Everything that is published on the City of Armadale’s social media platforms has the potential to impact on the City’s name and brand. These guidelines apply to all employees using City of Armadale social media sites and are designed to provide guidance on the use of social media for City business.

Creating and Managing Content on Social Media When authorised to prepare information for posting on social media sites, the following points must be considered:

Before posting any online material, ensure that the material is accurate, truthful and without factual error.

Ensure appropriate approvals are obtained before providing any information for posting on social media sites.

Be direct, informative and brief.

Spell and grammar check everything. Content never disappears entirely once it’s been posted.

Respond to comments, negative or positive, as quickly as possible. If unsure of whether to respond at all, refer to the Response Matrix in this document.

Ensure that any information posted online serves to enhance the services of the City, is in line with the City’s mission and values, and will not bring the City into disrepute.

Ensure all posts comply with laws relating to copyright, recordkeeping, privacy and defamation, including the need for accurate information, maintaining reliable records of official use, and ensuring comments are free from discrimination and harassment.

Resolved issues look positive on social media sites. Utilise any negative comments as an opportunity to emphasise our customer service and ability to effectively solve any queries

Personalise your response: People want to feel like they’re being heard and interacted directly with, especially when upset or disgruntled.

Never use someone’s name in a post unless you have permission to do so.


Credit appropriately. Identify all copyrighted or borrowed material with citations and links. When publishing any material online that includes another person’s direct or paraphrased quotes, thoughts, ideas, photos or videos, always give credit to the original material or author, where applicable.

Correct errors promptly. If you find that your post contains an error or mistake, correct it immediately. Since transparency is key, admit your mistake, apologise if necessary, correct it and move on.

Responding to Social Media Posts Social media channels require a more personable and conversational tone of voice, whilst always maintaining professional decorum. The City of Armadale must ensure that there is consistency in messaging and tone across all social media platforms, and avoid providing information that may be misleading or upset an individual. When authorised to respond to posts and comments on social media channels the following points must be taken into consideration:

The City of Armadale must remain professional at all times without being seen as unapproachable.

There must be an ability to speak to community members of all ages, adjusting the language to suit.

Maintain an appropriate level of grammar and spelling.

Avoid abbreviating, be clear and say what you mean, always be polite.

Always state the Department or Business Unit who the matter has (or should) be referred to, in the initial acknowledgement comment.

In Private Messages following up on public comments, sign off with your first name (and Department if it is a specific response). This personalises the message and lets the person know they are speaking with a 'real' human who they can then refer to at a later date if required.

Response Matrix The Response Matrix outlines how best to answer queries or complaints, but also distinguish what can be suitably disregarded or ignored by the City of Armadale. By following the Response Matrix the moderator of the page can react in an acceptable way, representing the City of Armadale whilst responding in a timely manner.


Posting & Response Examples

Facebook Comment: Hello. Can you please confirm the telephone number for noise complaints? There is a construction site next to our office building and we are constantly interrupted throughout the day. Thanks Tracy. Response: Hi Tracy, you can contact us by calling 9399 0111 weekdays between 8.15am‐4.45pm, and ask to speak to the Environmental Health team. Let us know if there is anything else we can do. Comment: Hi there, will the water aerobics classes be running on Good Friday and over the Easter long weekend? Thanks! Response: Hi, thanks for your enquiry. All classes on Good Friday will not be running as the centre will be closed for the day. However classes on Saturday and Sunday will resume as normal. You can see the full opening hours by following the link below. http://www.armadale.wa.gov.au/Home/Services_and_Facilities/Recreation/Armadale_Arena Comment: Hello, I’m currently looking for work and wanted to know whether the City of Armadale had any job vacancies? Response: Hi there, thanks for considering the City of Armadale as a potential employer. Unfortunately at the moment we don’t have any job vacancies, however you can access all information regarding employment on our website here:


http://www.armadale.wa.gov.au/Home/Your_Council/Employment . Or you can contact the Human Resources team by calling 9399 0111. Thanks, and good luck in your job hunt. Twitter Comment: @CityofArmadale Thinking about visiting for a day trip‐ what do you recommend? Response: @SallyJones Hi Sally, make sure to check out our Visitor Centre online: http://www.visitarmadale.com.au/Home or on Orchard Avenue, Armadale for heaps of suggestions! @SallyJones Hi Sally, I’d recommend visiting one of the twilight concerts in Minnawarra Park! Comment: @CityofArmadale The annual charge for waste is massive‐ why is it so expensive? Response: Hi @EnviroGuy this covers a number of services as outlined here: http://www.armadale.wa.gov.au/Home/Services_and_Facilities/Waste_and_Recycling @EnviroGuy we appreciate your feedback and please give us a ring on 9399 0111 to discuss this further. Thanks

cstra 22042014 agn at - armadale.wa.gov.au · city of armadale agenda of city strategy committee to...

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