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1 1. SUMMARY Process Definition: 1.1. This document defines the processes provided by Divisional, Associate Director Operations 1.2. The relationship between this Business Unit process and the other Business Unit processes within the Facilities and Services Division (F&S, or the Division) management system is illustrated in the process flow map included in the Quality Manual. 2. REVISION AND APPROVAL Rev. Date Nature of Changes Approved By 0 14/02/2018 Original Issue Joanne Fitzpatrick 3. PROCESS DEFINITION 3.1. The Divisional responsibility include, but are not limited to: 3.2. The delivery of high quality marketing, communication and outreach, ensuring that messages are aligned with the Division s strategic plan, are engaging to target audiences, and are distributed effectively across a broad range of internal and external communication channels Developing and implementing a communications plan that promotes capital works; supporting and delivering communications for the various programs being delivered by the Sustainability team; and communicating relevant information regarding the Division s client services matters (including parking, functions on campus, maintenance) and other and initiatives of the Division Provision of Strategic communication advice regarding the Environmental Management Plan(EMP) activation and reporting. 4. BUSINESS UNIT PROCESS OBJECTIVES AND METRICS 4.1. will deliver objectives and metrics have been derived from, and align with, the Goals detailed in the F&S 2018 Strategic Business Plan The objectives for the process are defined in detail below and reviewed during the conduct of quarterly management reviews; see the documented procedure Management Review In addition, each process objective has at least one metric (or KPI) with which management can measure the effectiveness of the Business Unit process. These are also defined below and reviewed quarterly in records of management reviews. Page 1 of 7

2 Goal 1 Enhance internal and external F&S channels with key stakeholders (Meets F&S Divisional Goals 3 & 4) Team Objective KPI Lead By By When Concise and accurate statistical reporting contribution to ANU annual report Annual report completed and submitted Comm Officer Dec 2018 All major projects to complete a management summary and provide newsfeed information. Ensure compliance and develop communication channels Comm Officer ongoing Sustainability Reporting and social media interest on the EMP goals and Sustainability Team goals Comm Officer ongoing Social media audience Implement, maintain and grow interest by 10% per annum Comm Officer Dec PROCESS OWNERS AND RESPONSIBLE PARTIES 5.1. The owner of this process is the Officer. Under the broad direction of the Associate Director, the Officer is responsible for: Provide advice, develop, coordinate and maintain communications and materials related to the delivery of the Division s objectives, including the Division website content and intranet. Develop and manage University community outreach projects and other environment and sustainability related programs and events to support the of the Sustainability team. Develop effective analytical and reporting tools and undertake market research and evaluation, including audience profiling, to inform marketing and communication strategies. In collaboration with the Sustainability team, coordinate the ANU Sustainability Learning Community and develop opportunities for student engagement in applied sustainability initiatives. Establish and maintain effective relationships with key stakeholders to develop, implement and evaluate a communications plan to enhance the profile of the Division in line with its objectives. Provide advice and editorial comment to Divisional stakeholders on written content and visual presentation of communications and materials. Liaise with ANU central service divisions in the coordination, collaboration and execution of the communications plan. Provide support in the execution of special events and projects Page 2 of 7

3 6. TYPICAL PROCESS INPUTS 6.1. The typical required inputs for the Sustainability processes are: Technical information needed: Project plan Project schedule Project brief Resources needed: Website creation software Electronic publishing software Personnel needed: The role 1 full-time positions, as detailed below: Position Level Senior ANU 6/7 Position Title Senior Officer Special training needed: 7. TYPICAL PROCESS STEPS Experience with html and using Adobe InDesign and Dreamweaver would be an advantage. Refer Senior Officer Position Description 7.1. The following process flow diagrams detail the typical process steps involved in the delivery of cleaning, waste and recycling services to F&S clients: QMS-FS-PRF Comms Event Management QMS-FS-PRF Produce Comms Activity and or Material QMS-FS-PRF Provide Comms Advice Page 3 of 7

4 SCAPA Associate Director Operations F&S Client FACILITIES AND SERVICES DIVISION Operations Event Management QMS-FS-PRF _Rev 0_ Start Event// project trigger need for communication with stakeholders Review materials and outcome of Provide information on event// project Provide information for material and Yes Plan communications material and Further info req d? Publish material and/or implement No Press release, Website articles, Social media posts, etc. Liaise with SCAPA on communications material and Review outcomes of materials and activites Plan, materials and Approve Plan, materials and End Page 4 of 7

5 SCAPA F&S SLG F&S Client FACILITIES AND SERVICES DIVISION Operations Production of F&S Activities and/or Material QMS-FS-PRF _Rev 0_ Start Identify requirement, provide initial brief and information Provide information for Comms activity Comms activity outcome of Comms Yes or External Comms? Plan Comms activity Further info req d? Prepare Comms activity and/or material Publish Comms activity and/or material Review outcomes of Comms External No Liaise with SCAPA on External Comms Plan, activity or External Comms? External Comms activity Provide input on External Comms Plan activity Comms activity End Page 5 of 7

6 Associate Director Operations SCAPA F&S Client FACILITIES AND SERVICES DIVISION Operations Provision of Advice QMS-FS-PRF _Rev 0_ Start Requests Comms and/or promotions advice Review and accept Comms and /or Review request for Liaise with SCAPA on Prepare Comms and/or promotions advice Review Feedback on End Page 6 of 7

7 8. TYPICAL PROCESS OUTPUTS 8.1. The typical results (outputs) of the process are as follows: Product produced: Facilities and Services Activity Reports Flyers/newsletters/ s Documents or technical information produced: Strategies Plans Services produced: advice 9. RELATED RISKS 9.1. The following risks are identified related to this process Management may elect to conduct a formal risk assessment for any of these risks; the preferred method of risk assessment is indicated herein. Risk Likelihood Severity Assessment Score Mitigation Low support to communicate about our projects and investments through higher outreach channels Minor Seek SLG support and use higher outreach channels. Back up with evidence that this approach has better results. Communicating the information that are not newsworthy and thus make a further loss/lack of interest of the followers/community Minor Educate F&S staff on information is newsworthy and of interest to followers/community. Slow/steady change and inflexibility coming from the system that creates dissatisfaction Minor Provide information and feedback to F&S staff and stakeholders on the system and changes to it. Expectations from the stakeholders are sometimes too high or unachievable Educate F&S staff and stakeholders on so that they can set realisitic expectations based on information and evidence. Page 7 of 7