CBD_Business Plan 2016_2607

Business Plan 2016-2017 

a companion to the Strategic Plan

Table of Contents 

About this document 3 

Recap of our Strategy 4 

In The City Canberra’s mission 4 

Our vision 4 

Our strategic aims 4 

1. Marketing and activation 4 

2. Cleaning, safety and maintenance 4 

3. Communication 4 

4. Works 4 

5. Management and Governance 4 

Critical success factors 5 

- New approaches to how we work 5 

- The support and infrastructure we need 5 

- What we do well (and want to retain and make the most of) 5 

Budget 6 

Action plan and performance indicators 8 

Funded Activity: 1. Marketing and activation 9 

Funded Activity: 2. Cleaning, safety and maintenance 13 

Funded Activity: 3. Communication 15 

Funded Activity: 4. Works 19 

Funded Activity: 5. Management and Governance 21 

In The City Canberra Business Plan 2016-2017 2

About this document 

This Business Plan is an operational document that provides detailed information about the day to day tasks, 

projects and operations required to make the In The City Canberra Strategic Plan a reality. This Business Plan 

should be read in conjunction with our Strategic Plan which sets the overarching direction for In The City 

Canberra. 

This Business Plan: 

·· 

aligns directly with the Strategic Plan 

·· 

sets out the details of activities, tasks and projects required to 

achieve the priorities in the Strategic Plan 

·· 

documents who will undertake each tasks and by when; and 

·· 

budget against each of the priority areas along with specific 

project budgets where allocated 


Recap of our Strategy 

In The City Canberra’s mission 

Funded by a levy paid by commercial property owners, we deliver a targeted program of: drawcard events; 

promotion activities; capital improvements; and cleaning and security services to the City and Braddon District. 

In partnership with the ACT Government we focus on activities that enhance the retail, commercial and 

residential sectors, and which complement existing Government services. 

Our vision 

To make a significant and sustainable contribution to the commercial, social and cultural prosperity of the City 

and Braddon District. 

Our strategic aims 

In the City Canberra is funded to deliver results in four categories of activity: 

1.Marketing and activation 

1.1 Enhance the vibrancy and economic prosperity of the City and Braddon District through cultural, community 

and creative activities and events. 

1.2 Build relationships and partnerships that create economic growth. 

1.3 Promote and market the District as the premier retail, commercial and residential precinct to increase 

visitation and spend. 

1.4 Use robust evidence to shape future marketing and activation activities. 

2. Cleaning, safety and maintenance 

2.1 Enhance the appeal of private spaces in the public realm through cleaning and maintenance. 

2.2 Contribute to the safety of the City and Braddon District. 

3. Communication 

3.1 Actively engage Levy Payers. 

3.2 Maintain and build relationships that enhance what we do. 

3.3 Be a trusted voice that assists the Territory to prioritise activities. 

3.4 Raise stakeholder awareness of our achievements. 

4. Works 

4.1 In partnership with Government, invest in legacy capital works that improve the District, increase pride and 

leave a legacy for all. 

4.2 Invest in value-for-money works projects that improve the appeal and vibrancy of the District. 

5. Management and Governance 

5.1 Ensure our structure supports engagement with Levy Payers. 

5.2 Have effective financial, management and service delivery accountability and reporting. 

5.3 Services are delivered within the scope of our Deed of Agreement. 

5.4 Governance and leadership meets good corporate governance standards. 

In the The City Canberra Business Plan 2016-2017 4

Critical success factors 

To complete the busy schedule of work for the upcoming year, the staff of In The City Canberra have identified the 

following as being essential. 

New approaches to how we work 

·· 

·· 

·· 

We will invest time early to scope and plan our projects 

We will take a more structured project management approach to the way we work 

We will take managed risks, using pilot events and projects, to gather information about what works and what 

doesn't 

The support and infrastructure we need 

·· 

·· 

·· 

·· 

·· 

·· 

We will ask Board members, through the CEO, to support and better understand our work by attending the 

events we run 

We will engage a part time communications and marketing expert to support our day to day work 

We will start to collect better evidence about what we do to inform our decisions 

We will look into tools such as Survey Monkey to support the collection, analysis and presentation of data we 

collect 

We will look at alterative accommodation to better support the needs of our business and our staff 

We will look to increase out skills in project management 

What we do well (and want to retain and make the most of) 

·· 

·· 

·· 

We are a small and nimble team that delivers a large program of work¾ we punch above our weight 

The skills of our team align to funded activities set out in our Funding and Performance Agreement 

We have built good, on the ground, relationships with a wide range of stakeholders. We will continue to build on 

those to support what we do 


Budget 

For the upcoming period, funds have been allocated against categories of activity and aligned with our 

Funding and Performance Agreement. The budgeted allocation for 2016–2017 is: 

Marketing and Activation—33%; 

Communication—7%; 

Cleaning, safety and maintenance—10%; 

Works—34%; and 

Management and Governance—15%. 

Where projects or activities have specific budgets, they are shown below. 

Expected Income (CCMI Grant, Christmas Grant, ticket sales) $2,109,000.00. Roll Over from 2015/16 

$1,467,000. TOTAL $3,576,000. Anticipated Expenses $2,703,000 + $400,000 subject to further scrutiny. 

The above percentage distribution does not account for the $400,000. 

1. Marketing and activation 

Project Geography benefiting Budget 

Winter Festival Mid-City $78,000 

Curry Festival (or similar) Mid-City $45,000 

Braddon Block Party Braddon $75,000 

Christmas event Mid-City $285,000 

Grants In The City program District $340,000 

SUB - TOTAL $823,000.00 

2. Cleaning, safety and maintenance 


Ride on scrubber District $100,000 

Cleaning contract District $90,000 

Taxi Security District $50,000 

SUB - TOTAL $240,000.00 

3. Communication 


In the City Magazine District $90,000 


4. Works 


Braddon Capital Works Braddon $500,000 

Decorative lights District $280,000 

Street Art District $40,000 

SUB – TOTAL $820,000.00 

Note: In The City Canberra has identified projects that could be commenced in 2016/17. Many of these are dependent on 

partnerships with the ACT Government. Projects discussed and subject to detailed business cases include commencing 

cleaning up Verity Lane (Mid-City), contributing to the “Northbourne” Plaza (Mid-City), a small project or planning study 

in and around Garema Place (Mid–City), capital works to a public place (City West) and improving wayfinding and visitor 

information across the district. Approximately $400,000 is available in the current year with additional amounts identified in 

future years. This is also subject to the renewal of the Funding Agreement expiring on 30 June 2017. If the Agreement is not 

renewed, these monies will be consumed in winding up the business. 

5. Management and Governance 


Consultants Fees – Marketing, Comms, Planning, Project District $180,000 

Anticipated expenses (some can be redistributed are able 

to be allocated to the other categories of activity). 

Various $550,000 

SUB – TOTAL $730,000.00 

In the The City Canberra Strategic Business Plan 2016-2017 7

Action plan and performance 

indicators 

The following pages set out how In The City Canberra’s strategic aims and prioirity activiites will be 

actioned by the business. Specifically, the action plan sets out: 

- the strategic aims and proirity activites from the Strategic Plan 

- the detailed operational tasks or projects required to progress this work 

- who will undertake the work and by when 

- how performance will be measured for that particular activity 

The following is a summary of the performance indicators set out in our Funding and Performance 

agreement. 

A. Member satisfaction with the level of cleaning safety and security for their business; 

B. Business awareness of the Organisation’s role and adresses business satisfaction for trading 

in the City Centre 

C. Community participation in, and enjoyment of, the events conducted by the Organsiation 

D. Website hits and voting hits, likes of Facebook and blogs, as a baseline for future years 

E. Member and stakeholders satisfaction with the quality of public space and amenities in the 

City Centre to provide baseline data which will informa annual planning 

Specific performance indicators are included in this business plan along with an indication of which 

fo the above high level A–E indicators it contributes to in brackets. 

In the The City Canberra Business Plan 2016-2017 8

Funded Activity: 1. Marketing and activation 

Our funding and performance agreement requires us to: 

Develop marketing and activation strategies to contribute to the positioning of the City Centre as the premier retail, commercial and residential precinct in the Territory, 

including undertaking events and promotions. 

Strategic Aim Priority Activity Who Timeline Performance Indicator A-E 

indicator 

1.1 Enhance the vibrancy 

and economic prosperity 

of the City and Braddon 

District through cultural, 

community and creative 

activities and events 

Continue to run key drawcard events 

in the District, such as the Curry 

Festival In The City and Christmas In 

The City 

‣‣ 

Coordinate and run Curry Festival 

In The City 2016 

‣‣ 

Evaluate Curry Festival In The City 

2016 and assess for 2017 

‣‣ 

Coordinate and run Christmas In 

The City 2017 

‣‣ 

Scope and complete a feasibility 

assessment for a new food festival 

Continue to sponsor key drawcard 

events in Braddon and New Acton, 

such as the Braddon Block Party and 

Art Not Apart 

Hamish July 2016 • % change in attendance from previous year (allowing 

for weather etc) 

• Attendance levels 

• Number of stall holders 

• Satisfaction level with the event 

Hamish Dec 2016 • Completion of Evaluation C 

Hamish Dec 2016 • % change in attendance from previous year (allowing 

for weather etc) 

• Number attending 

• Number of stall holders 

• Satisfaction level with the event 

Hamish Sept 2016 • Completion of scoping and feasibility assessment C 

This is part of the Grants in the City program below 

C 

C 



indicator 

1.2 Build relationships and 

partnerships that create 

economic growth 

Continue to fund and support 

organisations and individuals to deliver 

successful events through the Grants 

In The City program. 

Partner with Government on the use 

of, and improvements to, outdoor 

public venues for events; 

Explore and action opportunities to 

use private property that faces public 

spaces to create an authentic sense 

of place—including empty shop 

activations and wall art; 

Examine and progress innovative 

approaches that link the District to 

major events in neighbouring areas, 

such as Floriade and Enlighten; 

Review the arrangements with SIDS 

and Kids Christmas Lights display. 

Participate in forums and consultation 

to find new ways to promote the 

District. 

Build relationships with cultural and 

other institutions and event hosts 

to progress opportunities that bring 

people to the District. 

Maintain and build partnerships with 

community and charity organisations 

such as SIDS and Kids ACT. 

JE 

JE and 

Lyndon 

Jane 

and 

Hamish 

Annually 

in August, 

October, 

December, 

February, 

April and 

June 

• Number and/or value of Grants awarded each Grant 

round 

• Diversity of Grants awarded - location, time of year, 

type of activity etc./ year 

• Transparency and fairness of Grant process 

administration 

Ongoing • Evidence of approaches to Government on the use 

of, and improvements to, outdoor public venues for 

events 

Ongoing • Number of activation and wall art opportunities 

identified, raised and explored with Government or 

Private owners 

Ongoing • Evidence of neighbouring location event opportunities 

being identified and explored each year 

Jane March 2017 • Arrangements with SIDS reviewed and decision made C 

Jane Ongoing • Evidence of attendance at, and contribution to, 

relevant industry and government consultative forums 

and gatherings 

Jane 

and 

Hamish 

Jane 

and 

Hamish 

Ongoing • Number of key personnel from institutions with whom 

relationships have been established and maintained 

• Number of projects/ initiatives emerging as a result of 

relationships with institutions 

• Frequency and nature of interactions 

Ongoing • Number of Community and charity organisations who 

are successful Grants In The City applicants 

C 

C 

C 

C 

C 

C 

C 



indicator 

1.3 Promote and market the 

district as the premier 

retail, commercial and 

residential precinct to 

increase visitation and 

spend 

Build relationships with Transport 

Canberra to progress opportunities 

presented by the bus loop, bus 

interchange and Northbourne Avenue 

corridor. 

Research, develop and implement 

a dynamic marketing and 

communications strategy to increase 

conversation, increase visitation, 

promote and market the District. 

‣‣ 

Engage a communications and 

marketing expert to develop the In 

The City Canberra marketing and 

communications strategy 

‣‣ 

Develop a Communications and 

marketing and strategy 

‣‣ 

Implement the marketing and 

communications strategy 

Use a mix of digital and traditional 

media to position ourselves, with key 

partners, as the portal for information 

on the City and Braddon District 

(including events, parking, and 

tourists, what's on). 

Market and promote events from City 

and Braddon venues encompassing 

theatres, galleries, the library, 

bookshops, cafes, restaurants, hotels 

and meeting venues via our website, 

Facebook and other promotional 

mediums. 

Jane Ongoing • Evidence of interaction with government to progress 

transport opportunities/ issues 

Jane Ongoing • Timely engagement of reputable communications and 

marketing expertise 

Jane 

Jane 

September 

2016 

Commence 

October 

2017 

• Communications and marking strategy is developed 

• Alignment with the goals of In The City Canberra 

• over 90 % of strategies in the Communications Plan 

that have been successfully implemented 

• strategies in the communications plan achieve their 

specific goals (for example increased communication 

with Levy Payers, visitation rates) 

Jane Annually • Increase in the number people interacting with 

communication platforms 

Note: more specific targets will be in the 

Communications and Marketing Plan) 

Jane Annually • Increase in the number of venues who use In The City 

Canberra sites to promote events 

• Currency and relevance of event listing pages 

• Number of hits to event pages 

B 

B D 

B D 

B 

D 

D 



indicator 

1.4 Use robust evidence to 

shape future marketing 

and activation activities 

Continue to use In The City Canberra 

magazine to publicise the City and 

Braddon District and immediate 

surrounds. 

Add international tourists into the mix 

of segments that we communicate 

with. 

Harvest ideas that have worked in 

similar cities and explore their viability. 

Review the return on investment from 

current Grants in City funded events 

and use the data to inform our future 

program of events. 

Continue to monitor outcomes from 

all events and festivals to inform future 

strategies make recommendations. 

Jane Annually • In The City Canberra published three times 

• Distribution and estimated readership of the magazine 

• Publishing agreement with Fairfax in place by 

September 2016 

Jane Ongoing • The communications/ marketing strategy includes 

international tourists. 

All Ongoing • Continue to subscribe to the International Downtown 

Association 

• Number of projects/ initiatives that have been 

influenced by work/ ideas in other cities 

• Number of blogs on our communications channels 

Jane 

and 

Hamish 

Jane 

and 

Hamish 

January 

2017 

Various as 

per project 

end dates 

• The Grants In The City program is audited and 

recommendations made to the Board of Directors at 

their February meeting. 

• All projects/ initiatives are accompanied by an 

evaluation strategy 

• All of completed projects/ initiatives have an end of 

project review 

• Acquittals from the Grants in the City program are 

analysed 

B 

B 

C 

B, E 


Funded Activity: 2. Cleaning, safety and maintenance 


Develop and implement strategies and/or activities that enhance the cleaning, safety and maintenance services already provided by the Territory in the City Centre. 


indicator 

2.1 Enhance the appeal of private 

spaces in the public realm through 

cleaning and maintenance 

Manage the City cleaning and graffiti program 

on privately owned parts of the public realm and, 

where appropriate, in spaces maintained by City 

Services. 

‣‣ 

Oversee the graffiti cleaning contract Lyndon Ongoing • number of graffiti removals 

• contractor compliance with 

response times and cleaning 

standards in their contract 

‣‣ 

Complete business case and make 

recommendation to the Board regarding the 

purchase of a scrubber 

Undertake daily inspections, using our City 

Ranger, to identify issues that require attendance 

and progress solutions with appropriate public/ 

private stakeholders. 

‣‣ 

Undertake weekday inspections to identify 

issues that require attendance 

‣‣ 

Raise issues as they arise with appropriate 

stakeholders 

Continue to encourage Government and traders 

to deliver a high standard of maintenance and 

cleaning compared to the town centres. 

‣‣ 

Raise relevant issues with Government and/or 

traders 

Lyndon July 2016 • Business case assessment 

• Board endorses (or otherwise) 

the recommendation 

Lyndon Ongoing • Week-day inspections complete 

• Number and nature of issues 

raised 

Lyndon Ongoing • timely raising of issues 

• % of issues raised with 

appropriate stakeholders for 

resolution 

Lyndon Ongoing • Timely communication with 

Government and traders 

regarding any issues that need 

their involvement to be resolved 

• number of issues raised 

A 

A 

A 

A 

A 



indicator 

2.2 Contribute to the safety of the City 

and Braddon District: 

Work with charities to better support their work in 

the District 

Fund late night taxi security subject to a review of 

its success. 

Promote any improvements to behaviour and 

safety. 

Hamish Ongoing • Two charity organisations 

engaged with 

Jane Ongoing • Reporting issued by 

government demonstrates 

reduction in most incident 

indicators. 

• Government continues the 

service. 

Jane Ongoing • City safety communications 

strategy incorporated in the 

Communications and Marketing 

Plan 

A 

A 

A 


Funded Activity: 3. Communication 


Develop and implement communication strategies that encourage: 

- advocacy to assist the Territory prioritise activities; 

- high standards of private sector presentation; 

- coordinated service provision; and/or 

- engagement of all City Centre stakeholders (Levy Payers). 

- START HERE 

WEBSITE FACEBOOK TWITTer NEWSLETTER 

An average of 3-5 news 

posts are published weekly. 

An average of 3-5 posts are 

published weekly. 

An average of 3-5 tweets 

are tweeted daily. 

A newsletter is sent every 

fortnight to subscribers. A 

monthly newsletter is sent 

to traders and property 

owners. 

Inthecity 

Magazine 

Published quarterly and 

distributed through the 

Canberra Times network. 


indicator 

3.1 Actively engage Levy 

Payers 

Implement a marketing and 

communication strategy targeting 

Levy Payers to increase their level of 

engagement, better understand their 

issues and concerns, and increase their 

understanding of what we do. 

‣‣ 

Ensure the Communications and 

Marketing Plan specifically targets 

Levy Payers as a priority group (as per 

Strategic Aim 1.3 above) 

‣‣ 

Implement all actions in the 

Communications and Marketing plan 

targeting engagement of Levy Payers 

‣‣ 

Put invitation and information in with 

the Government rates notices 

see 1.3 see 1.3 • Communications plan specifically targets 

Levy Payer 

Jane Ongoing • 100% of Levy Payer engagement strategies 

are implemented and assessed for 

effectiveness 

• Increased number of members 

• Level of engagement with Levy payers 

Government July 2016 • Number of inquiries resulting from the mail 

out in the rates notices 

B, E 

B, E 

A, B, E 

Consult with affected Levy Payers, 

owners, traders and residents on In The 

City Canberra led events and initiatives. 

Jane and 

Hamish 

Ongoing • Level of consultation completed for events 

• Consultation with the right stakeholders 

• Complaints actively acted on. 

B, E 



indicator 

3.2 To maintain and build 

relationships that enhance 

what we do 

Partner and engage with the ACT 

Government to ensure the integration 

and coordination of services, works and 

events. 

Work with Government to streamline and 

improve processes and approvals for 

events/initiatives. 

Build and maintain relationships with 

community groups, industry groups, 

institutions, organisations and individuals 

that assist us to (a) encourage use of the 

District for events and activities and (b) 

deliver our works and services. 

Engage with commercial property owners, 

managing agents, business owners and 

tenants to address issues such as: 

• Public/private interface issues 

• Activation and other opportunities 

• Barriers/ inhibitors to business; 

Jane 

Lyndon and 

Hamish 

Jane and 

Hamish 

Jane, 

Hamish and 

Lyndon 

Jane, 

Hamish and 

Lyndon 

Ongoing • Evidence of working in partnership with 

Government 

• Examples of coordinated services, works and 

events 

Ongoing • Identification of processes/ approvals that 

need streamlining 

• Evidence of constructive and evidence based 

suggestions for improvement 

• Escalation of issues to appropriate area of 

Government 

Ongoing • Communications plan includes strategies 

for community groups, industry groups, 

institutions and individuals that help us to 

deliver 

• Communication has occurred in line with our 

strategy 

• Number and diversity of applicants for Grants 

in the City. 

• Number of partnerships with government 

for capital works and cleaning/ safety/ 

maintenance services. 

Ongoing • Communications plan specifically addresses 

our levy payers and their representatives 

• Diverse strategies used to try to engage 

commercial property owners 

• Engagement level with commercial property 

owners 

B 

B 

B, C 

B 

Participate in forums, consultation and 

meetings to progress opportunities for 

the City and Braddon District (including 

Transport Canberra, brand CBR). 

Jane Ongoing • Level of engagement in forums - relevant to 

the District and in which In The City Canberra 

can affect change 

B 



indicator 

Actively engage with, and participate 

in, Transport Canberra forums and 

consultation 

Jane Ongoing • Level of participation by In The City Canberra 

at Transport Canberra consultation, forums 

and events. 

• Evidence of changes in direction/ thinking/ 

approaches as a direct result of our 

participation (by us or others) 

B 

‣‣ 

Actively engage with, and explore 

opportunities arising from the brand 

CBR initiative 

Actively engage with New Acton and 

Braddon to foster new ideas and talents. 

‣‣ 

Actively participate in the geographic 

subcommittees – Braddon and City 

West/New Acton. 

‣‣ 

Ensure communications and 

marketing plan includes New Action 

and Braddon 

Explore the feasibility of re-establishing 

the City Centre Operational Working 

Group. 

Ensure that the In The City brand is 

incorporated into key events and those 

funded by the Grants In The City program. 

‣‣ 

Ensure branding collateral is in good 

condition and correctly branded 

‣‣ 

Incorporate a branding strategy 

requirements into each project/ 

initiative to ensure our brand is 

prominent (including opportunities to 

use photographs in e-branding) 

Jane • Evidence of communication with brand CBR B 

Jane Ongoing • Evidence of active participation in the 

geographic subcommittees – Braddon and 

City West/New Acton. 

Jane and 

Lyndon 

Jane and 

Hamish. 

Hamish 

September 


• Level of participation by In The City Canberra 

in geographic subcommittee meeting, forums 

and events. 

• Evidence of new ideas or talent fostered as a 

result of participation 

• Communications and marketing plan includes 

New Acton and Braddon 

• Completion of feasibility study 

• Recommendation formed regarding future of 

the City Centre Operational Working Group. 

Ongoing • Evidence in Grant Acquittal documents B 

At each 

event 

• All marketing, promotion and other materials 

are correctly branded 

All • Project scoping template includes branding 

• Evidence of prominent and clear branding 

(via acquittal photographs, evaluation reports) 

B 

B 

B, D 

B, D 



indicator 

3.3 Be a trusted voice that 

assists the Territory to 

prioritise activities 

Build and maintain a positive relationship 

with ACT Government that assists the 

Government in prioritising activities and 

decision making. 

Participate in Government-led forums and 

leadership groups on issues/ initiatives 

and policy that affects the District. 

Build robust and evidence-based 

information to inform decision makers on 

areas of importance to our stakeholders 

- parking, vacancy rates, and spending, 

removing inhibitors to business, 

accessibility, and urban design. 

Chairman 

and 

Directors of 

the Board 

and Jane 

Chairman 

and 

Directors of 

the Board 

and Jane 

Chairman 

and 

Directors of 

the Board 

and Jane 

Ongoing • ACT Government rates their relationship with 

In the City Canberra as positive 

• Level of engagement with relevant 

Departments and business units 

Ongoing • Level of participation/ input in Governmentled 

forums 

September 


• Number of discussion papers or equivalent 

presented to government 

• 100% of information presented to 

Government to aid decision making is based 

on evidence/ research/ good practices 

B, E 

B, E 

Other 

Engage with Government to raise 

awareness of, and address, the barriers/ 

inhibitors to investment in the City and 

Braddon District. 

Chairman 

and 

Directors of 

the Board 

and Jane 

Ongoing • Barriers and inhibitions to Property 

investment are identified, understood and 

escalated to Government 

• Evidence of Government engagement with us 

on key investment issues 

B 

3.4 To raise stakeholder 

awareness of our 

achievements 

Seek opportunities to raise community 

and stakeholder awareness of what we 

do through signage, media and other 

avenues. 

Jane Ongoing • Awareness raising activities are part of the 

Communications and marketing plan 

• Evidence of prominent signage and branding 

• Number of mentions in media/press, 

Facebook and other accounts etc 

B, D 

Ensure we brand, and co-brand with our 

partners, all work we undertake. 

Jane and 

Hamish 

Ongoing • Level of branding and co-branding 

• Brand awareness 

B 


Funded Activity: 4. Works 


Develop and undertake works in the City Centre, where such works will contribute to the: 

- improvement or activation of a public space; 

- improvement of public safety; 

- restoration of heritage features to, or preservation of existing heritage features of, structures and buildings; 

- facilitation, stimulation or enhancement of commercial or retail activity; and/or 

- other enhancement of the City Centre. 


indicator 

4.1 In partnership with 

Government, invest in 

legacy capital works 

that improve the District, 

increase pride and leave a 

legacy for all 

4.2 Invest in value-for-money 

works projects that improve 

the appeal and vibrancy of 

the District 

Seek and action opportunities to partner 

with the ACT Government on high-value 

capital works projects (such as Elouera 

Street, Braddon). 

Maintain the existing fairy lights and 

increase the number of trees lit on the 

north/south and east/west axis. 

Fund wall art in the City and Braddon. 

Determine value-for-money of other 

‘appeal’ projects such as floral displays, 

sculptures and illumination of Sydney and 

Melbourne buildings and progress if there 

is a value-case. 

‣‣ 

Develop a business case for a 

program of 'appeal' projects which 

explores options and makes a value 

for money recommendation 

Jane Ongoing • Number of partnership proposals developed 

and explored with Government 

• Evidence of progress on a legacy project(s) 

Jane and 

Lyndon 

Jane and 

Lyndon 

Early 

October 


• Decorative lights are turned on at the Braddon 

block party – 29 October 2016. 

Ongoing • Number of wall art installations 

• Community and Levy payer feedback on wall 

art 

• Levels of graffiti in wall art areas 

Jane Ongoing • Evidence in Minutes of Board Meetings E 

Jane 

Corresponds 

with Board 

Meetings 

• Business case developed 

• Recommendation put to the Board and 

endorsed (or otherwise) 

E 

E 

E 

E 



indicator 

‣‣ 

Commence planning and 

implementation of the approved 

"appeal" project 

Determine value for money of future 

capital projects (may include Verity 

Lane, another Braddon or City West 

improvement project, improvements to 

Garema Place and a design/planning 

project focusing on the mid-city precinct.) 

‣‣ 

Develop a business case for 'capital 

projects' which explores options and 

makes a recommendation for the best 

value for money 

‣‣ 

Commence planning and of the 

approved "capital" project 

Jane • 'Appeal' project planning commenced E 

Jane 

Jane 

By 

September 


By 

September 


• 'Capital' project business case developed 

• Recommendation put to the Board and 

endorsed (or otherwise) 

• 'Capital' project planning commenced E 

E 

In the City Canberra Business Plan 2016-2017 20

Funded Activity: 5. Management and Governance 


have a framework of good corporate governance. 


indicator 

5.1 Ensure our structure 

supports engagement with 

Levy Payers 

5.2 Have effective financial, 

management and service 

delivery accountability and 

reporting 

5.3 Services are delivered within 

the scope of our Deed of 

Agreement 

Maintain and structure In The 

City Canberra to support Levy 

Payer membership, participation, 

communication and accountability. 

Deliver against the reporting requirements 

specified in the Deed of Agreement. 

Provide flexible and timely responses to 

questions from Government and Levy 

Payers. 

Continue to manage funds and ensure 

funds are managed and dedicated 

appropriately for different programs. 

Secure other revenue sources, such as 

the Christmas in the City Grant from the 

ACT Government and ticket sales from 

events. 

Optimise service and works delivery to 

ensure the best value for Levy Payers. 

Ensure our strategic and business plans 

align with the Funding and Performance 

Agreement. 

Match our workforce to the operational 

requirements of the business. 

Jane and 

Board 

Jane/ 

Board 

As per 

Funding and 

Performance 

agreement 

• Number of active subcommittees 

• Level of participation by Levy Payers 

• Compliance with Funding and Performance 

Agreement reporting requirements - 

Strategic Plan, Business Plan, Annual report, 

progress reports and other 

Jane Ongoing • Response time to questions/ queries from 

Government and Levy payers 

Jane/ 

Board 

By June 2017 • Alignment between budgeted and actual 

spending 

All Ongoing • Amount of revenue from events, additional 

Grants and other sources 

• Number of new revenue sources 

Al Ongoing • Evidence of the use of business cases / 

feasibility studies/ competitive procurement 

processes that support value-for-money 

decisions 

Board 

By 31 July 


• Consistency in language, priorities and 

structure between the Funding and 

Performance Agreement and In The City 

Canberra Plans 

• ACT Government accepts our Strategic Plan 

and Business Case 

Jane Ongoing • Skills and positions align to our priorities 



indicator 

5.4 Governance and leadership 

meets good corporate 

governance standards 

Promote a safe and positive workplace 

culture. 

Examine whether the current office meets 

the needs of the business. 

‣‣ 

Complete a needs analysis, examine 

options and make a recommendation 

regarding the office accommodation 

Ensure the composition of the Board 

is structured to add value and manage 

current and emerging issues, exercise 

independent judgement, enhance the 

performance of In The City Canberra and 

ensure the effective management of the 

business. 

‣‣ 

Run workshop with Board to raise 

awareness of their obligations and 

seek input for a Board Charter. 

All Ongoing • Number of workplace OH and S incidents 

• Staff turnover rates 

• Complaints from staff 

• Workplace satisfaction 

Jane March 2017 

Jane March 2017 • Assessment of office space complete and 

recommendation made 

Jane/ 

Board 

‣‣ 

Develop Board Charter Jane/ 

Board 

‣‣ 

Information pack for incoming/ new 

Board members 

Implement a process of evaluating the 

performance of the Board. 

Ensure we meet our regulatory and 

other obligations as a not for profit and 

incorporated organisation. 

Jane/ 

Board 

Jane/ 

Board 

Jane/ 

Board 

By November 


By December 


By December 


By March 

2017 

• Workshop run re: obligations 

• Board Charter developed 

• Board member awareness of their 

obligations 

• Completion of the Board Effectiveness 

Survey 

Various • Compliance with obligations

CBD_Business Plan 2016_2607

Create successful ePaper yourself

Delete template?

Save as template?