Advertising Review Board business plan for 2015-2016 to 2017-2018
This business plan includes an overview of the Advertising Review Board’s strategic directions for a 3-year or longer period.
Executive summary
Established in September 1985, the Advertising Review Board (ARB) is a regulatory agency of the Ministry of Government Services created in order to:
- demonstrate the government’s efforts to protect the public’s trust in the assignment of communication contracts
- assure that fair and responsible practices are followed in the acquisition of communication services
- ensure that the government receives value for money in all of its communication services
Given this historical backdrop, the ARB will continue to focus on its primary role in the procurement of communications services while exploring every opportunity to provide proactive consultation services that deliver value for money.
Procurement
Under the authority of the Management Board of Cabinet (MBC) procurement directive on advertising, public and media relations, and creative communications services, the ARB is designated as a Mandatory Central Common Service for the procurement of Ontario government advertising and communications services, to ensure ministries and government agencies acquire these services in a manner that is transparent, fair and accessible to qualified suppliers.
The ARB creates all corporate Vendor of Record (VOR) arrangements through open competitive first stage processes; develops and undertakes second stage processes for the competitive selection of contracted suppliers to perform work for government clients; and conducts non-competitive procurements, as required.
Additionally, the ARB monitors and reports on client compliance with communications procurement policies and guidelines, and ensures procedures are in place to evaluate the effectiveness of advertising and creative communications services contracts.
In fulfilling the communications procurement needs of government client organizations, the ARB endeavours to deliver the highest standards of efficient quality service, while adhering to established processes that support the government’s priorities of fairness, transparency and accountability.
Key achievements and commitments:
In 2014-15 the ARB:
- initiated two open competitions to establish new corporate Vendor of Record (VOR) arrangements for media planning and buying
- managed 50 second stage supplier selections involving the assignment of projects to companies in the contracted advertising, public relations and graphic design services pools
- conducted ARB Performance Survey to benchmark service and satisfaction levels
- provided consultation and fairness monitoring for four OLG open competitions
- implemented improvements to centralized management of the two contracted media planning and buying agencies of record, including ROI reporting protocols
In addition, the ARB:
- organized the 7th public sector social marketing conference held as part of Advertising and Marketing Week
- assisted MGCS in streamlining the procurement directive for advertising, public relations and creative services
- funded five unique corporate and multicultural advertising initiatives through the Corporate Communications Fund
- supported the office of the Auditor General of Ontario with the reporting of 2014-15 media expenditures for reviewable ministry advertising items under the Government Advertising Act, 2004
Value for money initiatives
Historically, the ARB was perceived exclusively as a procurement function and respected in terms of role, performance and value. The integrity of competition through the RFP process, its transparency and consistency was recognized as a critically important function within the government.
However, the Mandate Report 2010 also identified that there has been a significant shift in the perception of the ARB among the communications branches of the ministries and that this was attributed to the strength of the Board, the Chair and the Managing Director from the communications industry. Under this leadership, the ARB is customer service and relationship driven; credible, with in-field experience; collaborative, inclusive and accessible with a “best practice” process.
Given this shift in perception and receptiveness to the notion of expanding the service offerings of the ARB, the report provided suggestions as to how the ARB could further contribute to the effectiveness and efficiency of Government communications within its mandated area of communications services.
In 2015-16, the ARB will continue to focus on the three key initiatives recommended by stakeholders:
- management of the media AOR
- communications counsel/advice
- training and education
In 2012 the ARB restructured its operation to provide enhanced services that impact on its ability to provide greater value for money. The restructure centralized the management of the two media AORs, and added the capacity to track key performance indicators (KPI), and measure media costs (through benchmarking audits) and efficiencies (tracking results against annual targets).
Financial
With a staff of four (4) FTEs, the chair and a working board of five (5) part-time private sector members, the 2014-15 expenditures for ARB were $1.049 million that includes salaries, benefits and operating expenses, as well as the Corporate Communications Fund (CCF) for diverse community and Aboriginal advertising initiatives.
Advertising Review Board
Fiscal year 2014/15
|
Standard account |
2014/15 |
Actual expenditures |
|---|---|---|
|
Salaries and wages |
$506,200 |
$408,016 |
|
Employee benefits |
$45,100 |
$41,743 |
|
Transportation and communication |
$15,000 |
$11,423 |
|
Services, including CCF |
$475,100 |
$582,2561 |
|
Supplies and Equipment |
$19,100 |
$5,216 |
|
Total |
$1,060,500 |
$1,048,654 |
* Represents 2014-15 printed estimates allocation and in-year TBO approvals.
Mandate
Established in September 1985, the Advertising Review Board (ARB) is a regulatory agency of the Ministry of Government and Consumer Services created in order to demonstrate the government’s efforts to protect the public’s trust in the assignment of communication contracts; assure that fair and responsible practices are followed in the acquisition of communication services and ensure that the government receives value for money in all of its communication services.
The mandated activities of the ARB are to:
- function as the Ontario government’s primary contact with the advertising and communications sectors
- provide ministries and government agencies with assistance and advice on the acquisition of advertising and communications services
- establish all mandatory, corporate Vendor of Record (VOR) arrangements for advertising, public and media relations, and creative communications services through open competitive processes, including the two agency of record (AOR) contracts for media planning and buying services
- conduct all competitive and non-competitive procurements, including second stage selections from established corporate arrangements, with an estimated contract value* of $100,000 or more
- conduct, when requested by government clients, competitive and non-competitive procurements, including second stage selections from corporate arrangements, with an estimated value of less than $100,000
- monitor and report on compliance with the MBC procurement directive on advertising, public and media relations, and creative communications services
The ARB carries out its mandate by forming corporately contracted “pools” of advertising and communications suppliers that are authorized to bid competitively for government assignments. The open competitions to establish these pool contracts are extensive and rigorous, and are conducted by the ARB in strict compliance with Ontario government procurement guidelines and policies.
* Contract value refers to supplier fees, production and third-party costs.
The ARB currently maintains the following corporate pools and VORs:
- two advertising and marketing communications services pools comprised of a total of 35 companies
- public relations and communications services pool of 18 firms
- graphic design and creative services VOR of 60 companies
- media planning and buying agency of record (AOR)
- AOR for regulatory, statutory and tender notices, and recruitment advertising
Contracts valued at $25,000 and more are competitively awarded based on capability and merit. Second stage selections from existing corporate VOR arrangements typically involve three or more candidates. Ministries and government agencies may use their own procedures for the acquisition of services valued at less than $25,000 provided the principles of access, equity and value for money are considered.
Strategic direction
ARB Mission
The ARB is committed to minimize cost and maximize value to support the government’s efforts to protect the public’s trust in the acquisition of communication services.
ARB value proposition
The strategic role of the ARB is anchored in its value proposition of a “best practice” procurement model which delivers both value for money and senior level industry expertise.
The result of this value proposition is cost savings, improved supplier performance, process efficiency and risk mitigation for the government.
The ARB has transformed its procurement role from a merely functional process to a procurement model that is endorsed by both client and industry stakeholders.
Procurement practices, in both public and private sectors around the world are no longer restricted to cost savings alone and instead are being recognized for their ability to add greater value within organizations by performing the role of business advisor. Procurement practices and processes are adopting strategies that deliver programs more efficiently with improved outcomes for both clients and vendors.
There are two components to the ARB’s strategy. The first and primary component will continue to focus on the fulfillment of its role in the procurement of communications services. The second component will focus on providing added-value counsel and advice to its clients consistent with its historical mandate and with the government’s priorities to provide cost-effective, quality service delivery.
Overview of programs and activities
The longer-term direction of the ARB will result in a high-performing service delivery organization that is capable of supporting the increasingly diverse communications needs of client ministries and government agencies and deliver value for money.
Procurement of advertising and communications services
The primary activity of the ARB is the fair and transparent procurement of advertising, communications consulting (public and media relations), and creative communications services for government clients. The organization has well-established procedures in place to fulfill this mandate.
On average, three or more open competitive first stage processes are conducted each year to fulfill corporate and/or specific government client organization requirements. Each process takes a minimum of two to three months to complete and there is often considerable overlap. Depending on the type of open competition undertaken to acquire the services, these processes entail the independent evaluation of written proponent submissions and usually include the review of short-listed candidate capability presentations by selection panel members.
The open competitions to create corporate supplier pools are particularly large-scale and demanding. On average they can take 4-5 months and often require consideration of more than 100 firms.
Contracted suppliers in the corporate advertising and communications services pools and VORs are required to be available to bid for future projects on a non-exclusive basis. There is no guarantee of any business or any dollar volume of business, a condition that all interested and successful proponents are made aware of in writing.
The ARB recommends three or more candidate suppliers from the appropriate corporate contract arrangements, which are invited, with a minimum of five working days’ notice, to make capability presentations in response to the brief. These are evaluated by a selection panel comprised of ARB and/or client representatives, in accordance with the estimated contract value.
Monitoring compliance with the procurement directive on advertising, public and media relations, and creative communications services is undertaken by ongoing reviews and reporting on the use of advertising and communications services by ministries and government agencies.
- With the update of the procurement directive in 2014, and ongoing changes to government agency memoranda of understanding, there is greater client awareness of the need to comply with the procurement directive on advertising, public and media relations, and creative. communications services, and continuing growth in demand for ARB resources and support
- There is a continuing need for a post-assignment performance review process as part of the ARB’s contract management role. The ARB will continue to explore anonymous, time sensitive and cost-effective methodologies to establish metrics that can be implemented and tracked over time.
- The ARB launched a service delivery study in 2014-15 to measure a range of performance dimensions among ministry and government agency clients. The survey provides performance metrics on effectiveness, efficiency as well as customer satisfaction and adds another dimension of ARB value and accountability.
- As a natural extension of its procurement role, the ARB monitors any changes in personnel and the quality of the creative relevant to our clients among agencies within the advertising and public relations pools as well as the graphic design VOR to ensure the appropriate resources continue to be in place to support second stage competitive assignments.
Media effectiveness and AOR management
Management of the government media planning and buying agency of record (AOR) contract is another major function of the ARB. This includes the development of an annual media operating manual for distribution to government clients and advertising services pool companies, and the annual review of media expenditures to ensure effectiveness and value for money by measuring media costs and tracking campaign efficiencies. The ARB also manages the AOR contract for recruitment advertising, and regulatory, statutory and tender notices.
The Government Advertising Act, 2004 includes a requirement for the Office of the Auditor General to report on annual ministry expenditures for “reviewable advertising items”. The AORs are the primary source for this information, with the ARB responsible for the timely collection and delivery to the Auditor General.
The Ontario Government invests public money on advertising and communications in order to support public education messaging. The return on investment requires monitoring to measure our performance versus the private sector and track efficiencies leveraged by the overall media spend. These activities assist defending government media spending. The ARB will continue to implement activities designed to achieve three core objectives:
- manage and improve the performance of government advertising spending in terms of cost efficiency and campaign effectiveness
- prove value for public monies spent on advertising communications
- protect the government from any challenges to spending strategies by providing rationale for all expenditures and activities
Key media management activities:
- in 2015/16 complete the open competition for two new media AOR contracts: planning and buying AOR; and AOR for regulatory, statutory and tender notices
- conduct the annual media cost audit
- identify and establish key performance indicators (KPIs) to evaluate performance of the media campaign and provide diagnostics to implement strategies to maximize media efficiencies and effectiveness
Communications counsel / advice
The ARB also recognizes the continued need to provide enhanced communications counsel. The senior staff at the ARB as well as the Chair and private sector Board members will continue to provide centralized communication and marketing expertise and advice to client Communication Branches across all government ministries and agencies.
The ARB will continue to provide access to senior level industry expertise requested by ministries and agency clients.
Training and education
As part of its value-added commitment, the ARB also delivers education programs to clients in order to increase the effectiveness of program messaging and improve cost-efficiencies that can save money and consequently result in greater value for public dollars. The need for communications training was considered by stakeholders a pivotal requirement. Training programs are related to the business of marketing communications, such as digital and social media, managing client/agency relationships, preparation/presentation of agency briefs, development of effective communication teams, communication project planning, and budget development and management.
Corporate Communications Fund
The ARB administers the Corporate Communications Fund to support advertising campaigns in diverse community and Aboriginal media. The fund is also available for approved corporate and ministry initiatives. Client ministries must formally submit a funding request to the ARB and provide full program details. On average the ARB receives and approves 5-6 requests annually.
Industry relations
Sustaining favourable relations with the advertising and communications industries is the ongoing responsibility of the ARB.
Proponents may be debriefed if they are not successful. All short-listed candidates are offered (and most readily accept) an in-depth debriefing following the conclusion of the competitive process. Candidates who are eliminated prior to the development of a short list may also request a debriefing. The Managing Director and Sr. Communications Advisor routinely conduct these.
Debriefing sessions consist of a quantitative and qualitative review of the proponent’s submission and/or presentation. Industry response to ARB debriefings has always been highly positive. Many suppliers have reported that they have been able to successfully leverage this feedback to improve their subsequent submissions and/or presentations.
After 7 years as lead organizer of “Change Makers,” the public sector conference that is part of “Advertising and Marketing Week”, the ARB will seek ways to align the program content and speakers with the internal communication training programs.
Resources needed to meet goals and objectives
Over the past seven (7) years, the ARB has expanded its services without any increases in FTEs, the Chair was reduced to part-time status June 2013. The ARB has been able to deliver the requirements of their ministry clients with the help of members of the part-time board.
Environmental scan – external
Industry relations
The advertising and communications community has applauded the ARB’s efforts and process as “best practice” procurement methodology and views its procurement process as superior to their experience in the private sector. Specifically, they view the ARB as:
- respectful of their time and resources
- providing a fair and transparent process
- ensuring a level playing field to win government assignments
- encouraging original and outstanding creative work
The fair, open and transparent mandate of the ARB has been successful in sustaining favourable relations with the advertising and communications industries by providing unsuccessful proponents in open and second stage competitions to a debrief as it relates to their performance. More than 80 companies have been debriefed by the ARB during 2014/15.
The ARB has assumed the role of lead organizer for “Change Makers” – the public sector advertising and communications event held as part of Advertising and Marketing Week, the annual symposium week spearheaded by the Institute of Communication Agencies. It has become a highly successful client and industry relations initiative and an integral part of the symposium. Survey feedback consistently rates this as one of the week’s best events.
In addition to this initiative, an opportunity exists to further develop the government’s relationship with the industry. The ARB can add value to this relationship by working with the advertising community and educating the industry in how to work within government. From deepening their understanding of government’s commitment to serve the public trust and how that translates to the disciplines and processes required by the industry to support the communications efforts of ministry clients.
Public trust
As in 1985 when the Advertising Review Board was created, the need for the government to protect the public’s trust and ensure that taxpayers receive value for money is increasingly more relevant and under closer scrutiny.
Value for money is the result of effective stewardship of both resources and costs. The underpinning of the ARB’s procurement model is the senior industry expertise of its management and staff to evaluate the appropriate resources for each communications program.
As an extension to the procurement process, the ARB is equipped to provide performance counsel and oversight to maximize communication effectiveness and report best-practices learning across ministry communication branches. A consistent mechanism to provide oversight and evaluate effectiveness and efficiencies of the post-procurement process is a prudent, proactive and pre-emptive measure to ensure value for money and effectiveness.
Digital and social media
The growth of digital and social media has expanded the communications channels available for public messaging. This recognition has precipitated advertising, PR and media agencies to invest in the acquisition and provision of digital and social media as part of their roster of services. Companies in the ARB Pools are well equipped to provide these capabilities and pre-empts the need to create separate digital vendor pools.
Online social media has become a powerful phenomenon and online activism turning into an explosion of civil and political movements globally. The politicizing and empowerment of social media and its effects will continue to challenge governments around the world for the foreseeable future. The challenge for government in a social media universe is to improve communication between social media users and government; develop successful messaging; make it more efficient and enable online communication to evolve into off-line behavior.
Digital and social media expertise should not be limited to external resources. The opportunity exists to incorporate greater expertise in this discipline within the ARB in order to analyze digital/social media trends; creative excellence; and media and corresponding metrics through the lens of government to define best practices and maximize performance metrics within this discipline.
Demographic profile
The growth in the share and number of seniors will accelerate as baby boomers turn 65. The number of seniors is projected to increase from 14 per cent to 24 per cent, by 2036. By 2017, for the first time, seniors will account for a larger share of population than children aged 0–14.
The implications of the changing demographic profile of the province will impact communications programs in terms of strategy, messaging and media selection and tactics.
Environmental scan – internal
Over the past few years there has been a positive shift in the perception of the ARB among ministry communications branches and was attributed to the strength and industry expertise of the staff and private sector board members.
Given this shift in perception and in the interest of continuous improvement, an opportunity exists for the ARB to further contribute to the effectiveness and efficiency of the procurement of communications services for the Government.
Performance evaluation
The existing performance evaluation process between communication agencies and ministry clients needs improvement. Both parties report that it is conducted inconsistently across communication branches and dependent on the skill and mind-set of the reviewer. There is reluctance for both the ministry client and the communication agency to be candid if there are any negative issues. In the case of communication agencies, they do not want to jeopardize the relationship with ministry clients and in return, many ministry clients avoid confrontation and simply request a new communication agency when the contract expires.
The need continues for a more formal and disciplined evaluation process. As an independent third party, the ARB can facilitate the evaluation process, identify lessons-learned and improve relationships going forward. The addition of the performance evaluation responsibility to the ARB is considered a natural conclusion of their existing procurement role and consistent with fairness and transparency of the ARB process.
Training
Both ministry and government agency clients recognize the wide diversity of appropriate skill sets within communication branches and consider this issue to be a major driver to increase effectiveness of program messaging and improve cost-efficiencies that can save money and consequently result in greater value for public dollars.
The need for communications training is considered a pivotal requirement to elevate the communications skill sets for OPS communicators.
Continuity and institutional knowledge
There is expressed concern that given the rotation of government personnel and the limitations of agency contracts impact on the ability for the government to retain institutional knowledge. The opportunity exists to create a central library to archive institutional knowledge from the communications branches across all ministries. Information relating to market research studies, campaign strategies, historical creative archive, case studies, agency performance reviews, best practices etc. should be available and easy to access. The sharing of information within government ministries and communication branches while well-meaning in terms of intention is difficult and inconsistent. While the ARB is an appropriate candidate to retain institutional knowledge, additional resources would be required to support this initiative.
Legislative, regulatory and policy changes
There have been no legislative, regulatory or policy changes in the past year that has affected the ARB.
Human resources
The ARB is in the unique position to have the benefit of a working board to augment their human resources of four (4) FTEs and a part time chair.
The part-time workingboard is made up of five industry experts that not only provide high-level expertise in stage one pool evaluations and participate in second stage selection panels but are also utilized on an ‘as needed’ basis for specific ARB projects, initiatives and communication requirements.
Financial budget and staffing
Financial resources
The ARB has an annual allocation of $1.1761-million for salaries, benefits and operating expenses and the Corporate Communications Fund.
Advertising Review Board | Three-year plan ($ millions)
| Fiscal year |
Salaries and wages |
Benefits |
Transportation and communication |
Services |
Supplies and equipment |
Total |
|---|---|---|---|---|---|---|
|
2015-16 |
0.5062 |
0.0451 |
0.015 |
0.5907 |
0.0191 |
1.1761 |
|
2016-17 |
0.5062 |
0.0451 |
0.015 |
0.5907 |
0.0191 |
1.1761 |
|
2017-18 |
0.5062 |
0.0451 |
0.015 |
0.5907 |
0.0191 |
1.1761 |
Staff
There are four full-time ARB staff members:
- Managing Director
- Senior Communications Advisor/Board Secretary
- Manager, Media AOR
- Information Coordinator
ARB Board
The current ARB Board includes a part-time chair and five (5) private sector members. Currently there are two appointments in progress. All are ministerial appointments pursuant to the MBC Government Appointees Directive.
When acting on ARB business, private sector members are compensated at a per-diem rate of $398. The chair is compensated at a per-diem rate of $627.
Part-time Chair:
- Charlie Angelakos (Interim Chair)
Part-Ttme private sector members:
- Charlie Angelakos, VP Corporate Affairs – Labatt Breweries
- Heather MacLean, Director – Prospeakers
- Freda Colbourne, President – Colbourne Consulting
- 2 appointments vacant
Initiatives involving third parties
The ARB supports the interests and initiatives of several key communications industry organizations, including the Association of Canadian Advertisers, Advertising Standards Canada and Institute of Communication Agencies.
Advertising Standards Canada (ASC)
Advertising Standards Canada is the national not-for-profit advertising self-regulatory body committed to fostering community confidence in advertising and to ensuring the integrity and viability of advertising in Canada through responsible industry self-regulation.
As Canada’s advertising self-regulatory body, they administer the Canadian Code of Advertising Standards (Code) that sets the criteria for acceptable advertising and forms the basis for the review and adjudication of consumer and trade complaints. The ARB is a member and attends the ASC Annual General Meeting.
Association of Canadian Advertisers (ACA)
As an ACA member, the ARB regularly attends association seminars and presentations throughout the year, in addition to the Annual General Meeting and Executive Forum.
The ACA is a members-only organization that assists members in maximizing the value of their investments in all forms of marketing communications with superior MarCom performance and ROI.
The ACA leads the negotiations, on behalf of the advertising industry, with the Alliance of Canadian Cinema, Television and Radio Artists (ACTRA) to create a collective agreement to provide about 22,000 professional performers in TV, film, radio and digital media with equitable compensation and working conditions. This is a critical role of the ACA, the results of which have a financial impact on the cost of advertising and consequently the budgets of all communication branches of the government of Ontario.
Institute of Communication Agencies (ICA)
The Institute of Communication Agencies represents Canada’s communications and advertising agencies. The ICA promotes higher standards and best practices, and serves as the largest source of information, advice and training for Canada’s communication and advertising industry. It develops initiatives, programs and best practice guidelines to help build better ICA agencies, which we draw from for our small, medium and large pools.
The ICA has founded an annual event “Advertising and Marketing Week” to profile the achievements of the Canadian advertising and marketing communications sectors. The ARB is a lead organizer of the Toronto-based public sector social marketing conference, “The Change Makers.”
There are no accountability requirements from these third parties. All are governed by industry-recognized codes of conduct and operating ethics.
Communication activities
The ARB has a multiplicity of audiences, including:
- general public
- advertising and communications industries
- ministry and government agency communications staff at all levels
- ministers’ staff
- central agencies
Key messages communicated to these constituents focus on corporate procurement directives, as well as ARB guidelines, processes and services.
The ARB will continue an extensive communications outreach program for government clients, including educational seminars/meetings with communications branches, and presentations to government stakeholders.
Communications have been enhanced with the distribution of comprehensive electronic User Guides for the corporate pools and VORs. These contain detailed guidelines and instructions on the use and acquisition of advertising and communications services, as well as supportive tools and templates.
In addition, ARB Intranet site further enhances capabilities and utility.
Risk identification, assessment and mitigation strategies
ARB identifies risks and has mitigation strategies in place.
|
Risk |
Likelihood |
Management strategy |
Impact on program delivery |
Impact |
|---|---|---|---|---|
|
Mandate: |
High |
Additional value-added services will require review of current operational activities and staffing levels. |
Chair and Private Sector Members possess industry expertise that enables them to provide communications counsel and advice to client organizations. |
Low |
|
Financial |
High |
Continue to work with MGCS to identify options to allow the ARB to meet ministries’ requirements. |
Reduced funding to advertising campaigns in diverse community and Aboriginal media. |
Low |
|
Digital Technology: |
Medium |
ARB staff will continue to participate in industry association training and conferences. |
Enhanced knowledge of technology that supports modernization of government communications. |
Low |
|
Green procurement: |
Medium |
Adopt digital procurement technologies being developed by Supply Chain Ontario (SCO). |
Fostering a progressive culture of innovation and conservation. |
Low |
|
Stakeholder Relations: |
High |
Continue to build/enhance the profile of the ARB within the government client community and communications industry. |
Maintain the strong levels of confidence and trust the ARB has established among government clients and communications industry. |
Low |
Performance measures
Corporate measures
Performance outcome
Enforcement of the updated directive for advertising, public/media relations and creative communications services.
Timing
Annual Advertising and Creative Communications Services (ACCS) reporting by ministries and government agencies
Context
Ensure compliance with government guidelines and policies in the fair, open and transparent acquisition of advertising, PR communications consulting and creative services.
Operational measures
Second stage supplier selections
Performance outcome
Fulfillment of more than 60 government advertising and communications services requirements by conducting competitive second stage selections involving corporately contracted suppliers.
Timing
On going.
Context
Ensuring fair and transparent competitive selection processes for the acquisition of government advertising and communications services, and bringing efficiencies to these processes in servicing ministry and government agency needs.
Intranet
Performance outcome
Increase utility of ARB intranet by addition/updates of information and tools.
Timing
On going
Context
Facilitating enterprise-wide access to timely and accurate information regarding the acquisition and use of government advertising and communications contracts, and the services provided by the ARB.
Consultation
Performance outcome
Advisory services and training to ministry and government agency clients to ensure improved communications and procurement knowledge and skills.
Timing
On-going, monthly communications director meetings / speakers.
Context
Ensuring knowledge and application of communications procurement directive and ARB best practices.
Program measures
Media management
Performance outcome
Cost benchmarking audit and efficiency reporting.
Timing
Annual reporting.
Context
Ensuring the delivery of value for money by the Media Planning and Buying AOR.
Second stage supplier selections
Performance outcome
Supplier selections from corporate contract arrangements will be completed within 20 business days of receiving an approved client project brief.
Timing
On-going
Context
Speed of service delivery can be a critical consideration for ministries. Client organizations will typically require an advertising or communications supplier within one month of contacting the ARB.
Corporate Communications Fund
Performance outcome
Funding requests will be processed in less than 5 business days, upon review of required support documentation.
Timing
On going.
Context
Ministry clients typically require a timely decision to enable the accurate forecasting of financial requirements. Review will normally entail a detailed examination of the media plan proposal.
Quality service standards
Client service delivery
Performance outcome
Conduct survey among past 12 month clients of the ARB.
Timing
Annually.
Context
Obtain ongoing timely feedback from clients to maintain high satisfaction and service delivery levels.
Customer service – communications
Performance outcome
Correspondence responses will be prepared within 10 working days from date of receipt.
Timing
On going.
Context
ARB will comply with OPS common service standards, as required by the OPS Service Directive.