HomeMy WebLinkAbout2002-04-23; City Council; 16731; Communication Plan For The City Of Carlsbad7
CITY OF CARLSBAD -AGENDA BILL
iB# 16,731 m:
IIITG. 4/23/02
IEPT. LIB CITY MGR
Communication Plan for the City of Carlsbad
?ECOMMENDED ACTION:
\Jo City Council action necessary; this is an Informational item only.
TEM EXPLANATION:
4 Management Goal Team was established this fiscal year to develop a Communications
'Ian targeting the City of Carlsbad's internal and external customers. The Plan identifies
:urrent methods of internal and external communication as well as recommendations for
mprovement within the organization and throughout the community. The Goal Team
:onsists of Lynn Diamond, Police Department; Lorraine Wood, City Clerk; Tonya Rodzach,
4rts Office and Dana Hartshorn, Library; with Melissa Ruch from Public Works serving as a
eam resource.
:ommunication Plan Mission, Vision and Goal
wlission:
The City of Carlsbad is committed to the continuing enhancement and improvement
of its communication efforts to increase Community awareness of City services and
programs and to strengthen the active participation and involvement of both the
Community and City employees in all aspects of the organization and civic life.
Jision:
3ur vision is that all who live, work and play in the City of Carlsbad:
Are informed about City services and activities
Can easily find information about the services they need
Feel invited to participate in City programs and in the improvement of their City
Feel their communication needs are met
Are encouraged to provide feedback and evaluation
!001-02 Council Strategic Goal:
Ensure that citizens, staff and Council are well informed, leading to a more
responsive government and a higher level of confidence.
ncorporating the above Mission, Vision and Goal, the team developed communications Ibjectives (two internal and two external) along with several recommendations for their
accomplishment as follows:
Objective #I: To increase public awareness and knowledge of City services and
activities.
Formalize an Organization-wide Communications Committee
Conversion of Existing Community Services Brochure to a Quarterly News Magazine
Information Hotlines
Telephone On-Hold Messages
PAGE 2 OF AGENDA BILL NO. 16r731
New Resident Program
Continue to Improve and Update the City Website
E-Mail Notification Service
Cable TV Programming and Advertisement
Include Outreach to Diverse Communities
Create a Media Checklist for Staff
Objective #2: To increase public accessibility and participation in City issues,
decision-making and government processes.
Formalize a Speakers Bureau
Homeowners Association Communication
Conversion of the Quadrant Meetings to Special Purpose Workshops on Current
Issues
Increased Publicity Regarding Volunteer Opportunities within the City
Publicize Carlsbad Really Means Service (CRMS) Request for Action Program
Signage and Mapping
Survey Questions for 2002 Public Opinion Survey
Continue Providing the Citizens Academy
Objective #3: To increase en$@y& awarenes@;&& knowletfggiif City actii&t&s.
Continue to Develop lntranet and Ensure Availability to All City Staff
Continue Weekly E-mail Updates from the Department Head Meetings
Institute Monthly Citywide Employee Newsletter
Continue the Experience Carlsbad Program
Objective #4 To enhance and strengthehi:@articipatikih,l#~f:.employe~s~in'the
development and implementation of Cityihitiatives and'a'ctiuities, creating a sense
of citywide community and reinforcing the drganization's culture.
Enhance Social Opportunities Among Employees
Support for the Peer Advisor Liaison (PAL) Program
Incorporate Appreciative Inquiry as a Part of City Culture
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, , ,(,
, ,,
As an interesting coincidence, recent Citizens Academy graduates were asked about their
thoughts on how the City could better connect with the community. Many of their open-
ended comments for improvements were these above recommendations in this Plan.
Implementation of many of the specific recommendations in the Plan is a 2002-03
Management Goal.
FISCAL IMPACT: None in FY 2001-02. Some financial resources will be required to
implement the Plan in FY 2002-03.
EXHIBITS:
1. Proposed Communication Plan.
EXHIBIT #1
COMMUNICATION PLAN
A STRATEGIC APPROACH
COMMUNICATION
TO EXTERNAL AND INTERNAL
FEBRUARY 22,2002
City of Carlsbad Communication Plan
A Strategic Approach to External and Internal Communicat-ion
I. Team Members 3
11. Introduction to the Plan 4
111. Section One: Mission, Vision, Goals and Objectives 5
N. Section Two: Recommendations 6
V. Section Three: Measurement 13
VI. Appendix 14
VII. Reference Materials 20
Team Leader - Dana Hartshorn, Senior Management Analyst, Library
Lynn Diamond, Senior Management Analyst, Police
Tonya Rodzach, Community Arts Education Coordinator, Cultural Arts
Melissa Ruch, Management Assistant, Public Works
Lorraine Wood, Records Manager, Administrative Services
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The goal of this plan is to develop a Communiwtions Plan fir the City
of Carlsbadd's internal and external customers. It identifies cumnt
methods as well as makes recommendations to improve
communications within the organization and throughout the
Community.
The plan is organized into three sections. Section One'details the City's Mission,
Values and Strategic goals that have formed the basis for the Communication
Plan. Section two lists the internal and external objectives and recommended
action items that support these objectives. Section three outlines evaluation
strategies that measure if the objectives are being met. The Appendix and
Reference Materials list provide various supplemental information used by the
team in the formulation of this plan.
This Communication Plan has three target audiences: The Carlsbad City
Council, the employees of the City and the Community of Carlsbad. The term
Community applies to all who live, work and play in Carlsbad.
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In concert with the City’s Mission, Vision and Goals, the Communication Plan is
based on the following:
City of. Carlsbad Communication Mission
The City of Carlsbad is committed to the continuing enhancement and
improvement of its communication efforts to increase Community awareness of
City services and programs and to strengthen the active participation and
involvement of both the Community and City employees in all aspects of the
organization and civic life.
City of Carlsbad Communication Vision
Our vision is that all who live, work and play in the City of Carlsbad:
$. Are informed about City services and activities. e Can easily find information about the services they need.
$- Feel invited to participate in City programs and in the improvement of their
.($ Feel their communication needs are met.
City.
Are encouraged to provide feedback and evaluation.
City of Carlsbad Communication Goal: 2001 - 2002 Strategic Goal
Ensure that citizens, staff and Council are well informed, leading to a more
responsive government and a higher level of confidence.
Using these elements, the Communication Team has developed two external
and two internal communication objectives with recommended action items for
each:
Objective #l - To increase public awareness and knowledge of City services
and activities.
Objective #2 - To increase public accessibility and participation in City issues,
decision-making and government processes.
Objective #3 - To increase employee awareness and knowledge of City
activities.
Objective #4 - To enhance and strengthen participation of employees in the
development and implementation of City initiatives and activities, creating a
sense of citywide Community and reinforcing the organization’s culture.
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OBJECTIVE #l To increase public awareness and knowledge of City services
and activities.
A. Formalize a Citwvide Communications Committee
With an overall charge of coordination of communications, public information,
and marketing efforts among city departments, this group would work toward
the adoption of one generally accepted look for city-sponsored marketing and
communication pieces. Rather than being comprised primarily of department
heads, the committee should ideally include departmental representatives who
actually have day-to-day experience with the creation of internal and external
documents. The group's charge would include regular review of communication
needs, coordination of effort and recommendations of future communications
activities. With a committee in place, the quantity as well as the quality of
media exposure coming from the City would be improved with coordinated
messages and consistent styles and themes. The committee would be chaired
by a manager with experience in public information, marketing, printing and
graphic design. Our team recommends that a communications consultant fill
this role. The Committee would have full training on media relations by the
Chair. Also, this committee would coordinate many of the recommendations in
this report.
8. Conversion of Existina Communitv Services Brochure to a
Quarterly Citv News Maaazine
A City newsletter distributed to the public would be an excellent tool for
Community communication. The team discussed the incorporation of a
newsletter into our existing Community Services Brochure. This "Carlsbad
News", produced quarterly, would include current information gathered from all
Major Service Areas (MSAs) and give the residents new and important
information as well as the recreation program schedules and registration forms.
Currently a committee is reviewing some proposed changes to the existing
brochure. In the 2001 Public Opinion Survey, residents listed the brochure as
their number one source of information about the City.
C. Information Hotlines
In the 2001 Public Opinion Survey, residents ranked phoning the City as the
number two source of information. Our team believes that an Information
Hotline of taped telephone messages regarding City activities and news is an
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excellent way to communicate. Our citizens could hear the latest on special
events, new gallery exhibits, new services or road closures. It would need to be
managed by a staff member on a regular basis and be changed regularly to
reflect City updates.
D. TeleDhone On-Hold Messaae
Along with the Hotline, we recommend changing the "On-Hold Message" on the
City phones from music to brief updates about the City as identified above. This
process would also need a staff member to manage and update the messages
on a regular basis.
E. New Resident Proaram
We envision new residents to the Community being personally greeted by City
employees. Employee volunteers and interested Citizens Academy Graduates
could take on this role. These employees would visit the new homes, introduce
themselves to the homeowner(s) and present a full packet of information about
the City. This would be a wonderful way to greet newcomers to the Community
and would "put a face on City Hall."
F. Continue to ImDrove and Ufxlate the Citv Web Site
Since the website's debut in September 1999, it has been a tremendous source
of information and a useful communication tool. Interactive components and e-
commerce have been added to continually provide a higher level of service and
usefulness to site visitors. The 2000 Public Opinion Survey showed that 76% of
those surveyed had Internet access, which suggests our Community seems to
be comfortable with learning and communicating via online technology.
The Website Committee is continually looking for new ways to update and
improve the usability and effectiveness of the website. Possible suggestions for
the future include online Recreation Program registration, online utility bill
payments, interactive mapping and a subscription e-mail service to obtain
updated information on selected City topics. The Website Committee is also
developing a "virtual tour" of current development and construction in the City.
G. E-Mail Notification Service
The e-mail notification service is a unique way for Internet users to obtain
information on any topic in the City. Community subscribers could sign up for
an unlimited number of topics on which they are interested in staying abreast.
When topics such as new jobs, recreation programs, bid openings, construction
projects, or agenda items appear in any City electronic format, this data may be
automatically e-mailed directly to the subscriber.
H. Cable Tv Proarammina and Advertisement
One unique way to communicate with the public is via KDCI Cable Channel 3,
and community access stations. In doing so, we feel that research should be
done to determine how to optimize the usefulness of the Government Channel.
One recommendation to increase this usefulness is to have more action oriented
videos (such as the Community Services video) available for the public. If a
viewer is presented with a well-produced program about an issue of
significance, or with a live (or taped) broadcast, there is a good chance that the
viewer will be compelled to stop and watch. Staff members in the City
Manager’s Office are working with Video Production Consultant Val Brown on
several unique ways to use cable television to communicate information to the
citizens.
Also, we strongly recommend that the City begin to advertise when they will be
“on the air” and print the times and the channel numbers for our citizens. In
the future, this information could be distributed in the newsletter, telephone
hotline and other media opportunities listed herein.
I. Include Outreach to Diverse Communities
We strongly recommend that staff responsible for communication throughout
the Community include considerations of diversity on their media checklists. For
example, if an important message is posted via the Internet, there must also be
a program in place to disseminate that information to those without computer
access or training.
J. Create a Media Checklist
The creation of a media checklist would help assure that staff maximizes
exposure in their public communication efforts. A sample list is included in the
Appendix.
Objective #2 - To increase public accessibility and participation in City issues,
decision-making and government processes.
A. Formalize a SDeakers Bureau
Many times community groups or organizations request a speaker to discuss topics
of interest. Currently, staff members respond to these requests on an informal
basis. Many organizations in the City do not know this service is available. We
recommend that the City formalize this entity and publicize it to the Community. A
list of topics such as storm water protection, trails, etc., should be created and be
made available to the public.
B. Homeowners Association (HOA) Communication
There are many opportunities to communicate to the Community via homeowners
associations. The e-mail subscription service and the speakers bureau would be
excellent points of contact for each HOA president. We also recommend that the
current HOA presidents be invited to attend a mini or full Citizens Academy.
C. Conversion of the Quadrant Meetinas to SDecial PurDose
WorkshoDs on Current Issues
A well-publicized workshop or Town Hall-type meeting on current City issues is a
new and interactive way to create a dialog with the Community. This format would
encourage a two-way dialogue and allow citizen input on issues before Council
addresses the issue at a formal Council meeting.
D. Increased Publicity Reaardina Volunteer Omortunities within
the City
Many departments have areas where they could use the help of volunteers. As we
are gaining a large interest in community service (i.e. from Citizens Academy
graduates), there is some confusion about ways to volunteer with the city, in
addition to serving on a City Board or Commission. A consolidated brochure of the
many volunteer opportunities within the City would be a plus for the City and
Community. This new brochure would be well-publicized and featured in many
media venues.
E. Publicize Carlsbad Reallv Means Service [CRMS)
The new request for action program, CRMS, will provide the City with an excellent
way to track the public's concerns and questions. This system demonstrates to the
public that we, the City organization, are accountable, by logging questions and
concerns and assuring follow-up. When the system is ready for "prime time," it will
be important to publicize the CRMS as an excellent way for the Community to voice
their ideas and concerns.
F. Sianaae and MaDDinq
A key area of customer care is signage - both to inform and to establish and
maintain a consistent image. Improving signage at City satellite offices will
enhance the ability to conduct business. Signage also needs to have a welcoming
motif. The unity of the City in a campus setting such as the newly acquired
Farmer's Insurance building will alleviate many of these concerns. Another signage
suggestion would be related to signs on-site at City projects. For example, with
respect to the Alga Road median work, a sign both east and west explaining the
type of improvements, estimated dates until completion and the fact that this is a
City sponsored project.
G. Survev Ouestion for 2002
On the next survey, it is recommended that we ask citizens if they would like to
increase their participation in city issues and decision making in the City, and if so,
how they would prefer to do so.
H. Continue Providina the Citizens Academy
The Carlsbad Citizens Academy has been a huge success since it started in
February 2001. Teaching small groups of 30 - 50 citizens about how the City
operates has been a positive tool in building citizen trust and confidence, as
measured by the 2001 Public Opinion Survey and the final Academy evaluations.
Methods are being researched to increase the Community reach of each Academy
production.
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Objective #3 - To increase employee awareness and knowledge of City
activities.
A. Continue to deVelOD Intranet and Ensure Availability to All Staff
Many employees use the Intranet every day. As more Departments continue to
submit information, the value of this resource will grow. We suggest the creation
of an "employee bulletin board" where employees can field work-related questions
to other staff members. Another suggestion is to develop a section on the Intranet
for non-work-related items relating to staffs personal use i.e. garage sales, fund
raisers, Chargers tickets, etc.
It is also recommended that multi-user computers be made convenient and
available for staff members, both full and part time, who don't have easy access to
the Intranet due to their work schedules or locations. This way, they may take
responsibility to update themselves on City business.
6. Continue Weeklv E-Mail UDdateS from the DeDartment Head
Meetinas
These informal and weekly announcements are important to maintaining
communication to all City staff to keep them informed on newsworthy and time-
sensitive issues.
C. Institute Monthlv Citvwide EmDlovee Newsletter
Because our staff works in many locations both with and without computers, there
is a need for a monthly employee newsletter, originating from the City Manager's
Office. The newsletter could incorporate information from the existing newsletters,
as well as a briefing from the City Manager on issues he feels are important to
share. Information on new developments, CIP projects, construction updates,
police activity, recreation activities and job opportunities are just a few of the topics
that would be useful to staff. A well-informed staff is more confident and is able to
provide a higher level of customer service, leading to all staff being qualified
Ambassadors for the City, as they understand major city issues and projects.
D. Continue the ExDerience Carlsbad Proaram
This program is an excellent venue for orienting new and tenured employees
regarding the City's history. The program includes an introduction to the City, two
customer service workshops, an overview of opportunities that are available to
employees and a bus tour showing some of the projects and developments taking
place within the City and the location of City facilities.
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Objective 84 - To enhance and strengthen participation of employees in the
development and implementation of City initiatives and activities, creating a
sense of citywide Community and reinforcing the organization's culture.
A. Enhance Social ODDortunities Amona EmDlovees
Lunchtime events are popular for many City employees, allowing them time to meet
and catch up on their personal and work lives. In addition to the United Way
luncheon and the Health Fair, two other luncheons during the year could be added.
The luncheons could have unique themes and be coordinated by Human Resources.
Also, sports teams and/or tournaments could be developed for cross-departmental
fun and teambuilding, perhaps even competing against other cities.
B. SUDDO~~ for the Peer Advisor Liaison (PAL1 Droaram
This program enhances the notion of reinforcing the culture of the City. Each new
employee will have a Peer Advisor Liaison (PAL) to help them become familiar with
the City's culture and create a positive start with their employment with the City.
The Strategic Change Team is assisting the roll out of this program.
C. IncorDorate ADDreciative Inauirv as a Part of Our Culture
Positive thinking is a powerful tool. The ability to plan our future by recalling the
best of the past is an energizing experience. The Strategic Change Team used the
Appreciative Inquiry process in examining the issue of life balance. The process
generated positive and meaningful communication among City employees. We
recommend this positive communication method be taught to the City's
management staff and possibly other staff as well.
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Both external and internal measures and evaluations can be made for any
implemented action items included in this plan. External evaluation questions can
be added to the City's Public Opinion Survey in future years. For example, after the
implementation of the CRMS and e-notification systems, we would measure
Internet usage to see the interest these programs had generated.
In looking at some other cities' internal communication methods and reviewing the
inventory of our own methods, it is apparent that staff is doing well in
communicating internally. At a future date, the Internal Communication Survey,
previously administered by SANDAG through the Strategic Change Team, should be
revised and updated. After the implementation of new communication tools
recommended here, survey results can be compared to prior results to measure
improvement.
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1. Media Checklist
2. Survey of City Staff's Internal and External Communication Methods
Appendix Item #l
MEDIA CHECKLIST
Listed below is a media opportunities checklist complied by the Communications
plan Team. City staff responsible for communication can use this checklist as a
way to reach target markets.
External
.$ HOA Connection +b Water Bills +b Website .rP E-mail notifications e Mailers e Citizen Forums
e Telephone On-Hold Messages
$, Cable Access @ New Resident Packet
4 Special Events + city Council Announcements + Speakers Bureau
.$ Public Service Announcements +!+ Press Releases
.$ Advertising on Extra Ballot Pages +b Brochures e Videos
.$ Kiosks .rP Surveys
Information Hotlines
Community Service Guide/City Newsletter
Internal
e Citywide E-mails
e Internal Newsletter
Intranet
Internal Speakers Bureau to MSA All-Hands Meetings
Appendix Item #2
City of Carlsbad
Communications Inventory
Fall 2001
Staff Newsletters
8 departments have staff newsletters ranging from monthly to quarterly. There is
one MSA-wide newsletter in PW, but otherwise, they are by department. All are
posted on the lntranet for a citywide audience.
Posted flverslcalendars
Departments use these items (flyers, calendars and schedules) sporadically, mostly
as needed. Purchasing actually routes a hard copy to staff. Others are handed
out, or posted in the work or break areas.
Distribution of minuteslmemos
Most departments distribute their staff meeting minutes or memos weekly, or
monthly. The method varies, including email, bulletin board posting and routing a
copy through the staff ranks.
lntranet
About half of the departments have lntranet pages for their areas, however all
departments have this capability to share information with other staff in the city.
The City Webmaster, as needed, updates the current lntranet pages.
Dept-wide emails
All departments use this method, as it allows quick and efficient transmission of
information.
Social eventslsports tournaments
Only a few departments have social events for their staff. Birthday and holiday
celebrations/luncheons are the most common. Others include the annual Health
Fair, award celebrations and PD sports tournaments
Staff meetinas: All Department Staff
All Departments with the exception of Safety Departments have regular meetings of
all staff. The smaller Departments, such as Risk and the Council Office meet
informally in the course of work. The frequency of most meetings varies from
weekly to quarterly.
Staff meetinas: Manaaement Only
The majority of Departments with Managers meet on at least a weekly or bimonthly
basis. Many smaller Departments meet on an ad hoc basis.
Staff Meetinas: Maior Service Area Manaqement fMSA)
With the exception of Community Services, who meets weekly, the majority of
MSA’s meet monthly or quarterly.
Staff Meetinas: All Hands per MSA
Safety Services and Community Development do not have a regular meeting.
Public Works meet once a year and Community Services meets 2 to 3 times a year.
Administrative Services meets quarterly.
Posted flverslcalendars
Most departments post flyers and calendars. A few smaller departments so not, and
one circulates the information in a folder for all staff. Most post information weekly,
some bi-weekly, some as needed.
Social EventslSports Tournaments
Most departments said this did not apply to them. A few have an annual
department event, one holds informal sports tournaments, one - a monthly birthday
club and one a professional growth day.
Other
Recreation has part time staff meetings to discusslupdate facilities and sports field
issues. Fire has weekly morning briefings in addition to directives, which are put
into a manual at each facility. Human Resources does some mailing to staff home
addresses for benefits info or surveys. Some Leadership Team members also
have individual meetings with their department heads as well.
Newsletters
There is not one citywide newsletter for the public. However, Recreation and Arts
send a newsletter monthly to their participants/subscribers. Housing and
Redevelopment will do a specific newsletter to participantslowners as needed.
Mailerslflvers
Most deDartments distributed mailers and flyers to the public as needed for thinas
such as’programs, events, Neighborhood Watch, and bid packets. Distribution
includes mail, posting on public bulletin boards, and water bill stuffers.
Citizen Meetinqslworkshops
By far, the Citizens Academy is the most popular workshop within the city. All of
the MSAs are represented in the program. In addition, a few departments offer
citizen workshopslmeetings for the budget, quadrant issues, major development or
PW projects, and instructional workshops for coaches and sportsmanship.
-
Internet
All departments with public service capabilities have representation on the city
website. Static information is provided with some interactive and e-commerce
capabilities. In addition, directory information is available for contacting staff by
email, phone or physical address.
NewsDaper Ads
Newspaper ads are used as needed, by departments needing to advertise for
positions to be filled, as well as for public notices, which are required by law. Also,
three times a year, Citizen of the Year nominations are solicited in the newspaper,
Notifications
Several Departments notify citizens as a legal requirement. Others send notice of
Commission meetings.
Bulletin Boards
The Library, Arts and Recreation take advantage of this medium to communicate
with the Public. Planning and the City Clerks Office use Bulletin Boards to display
the agendas for public meetings.
Letters, Fax and Phone
These instruments are heavily used within the City to communicate with citizens.
E-mail is also emerging as an alternative to the big three.
Departmental Brochures
Most departments produce brochures as needed, some said on-going and a lot and
one department produces a once a year annual report.
Community Service Brochure
Community Services departments offer information three times a year. Other
departments are included in the City portion of the brochure as needed.
Special Events
Departments produce a wide range of special events from the triathlon and jazz
concerts to ground-breakings, dedications and award ceremonies. Some were on
going, some as-needed, some monthly and some "a lot".
Citizen Outreach/Speakers Bureau
Approximately half of the responding departments report some sort of citizen
outreach or speakers bureau activity. Examples include the arts department
speaking to clubs and committees 30 to 50 times per year, the police department
speaking to groups several times per week, housing office staff speaking to non-
profit groups, and departments such as planning, the city manager's office, and
economic development speaking to groups when requested.
Press Releases
More than half of the 21 departments responding to the survey prepare press
releases at least periodically. Most prepare them on an “as needed basis (ex: fire,
housing, finance, public works) while several (ex: senior center, police, arts)
distribute press releases at least weekly and sometimes more often. Some
departments never use press releases as a method for communication (ex:
building, GIS, economic development).
Sunrevs
A majority of the departments are participating in some sort of survey activity.
Some are participating via the citywide public opinion survey (ex: arts, building,
police, public works, etc.) while others have a regular, ongoing survey program (ex:
police, fire, planning, housing, seniors). Of the ongoing programs some are
distributed via mail (police and fire) while others are “counter cards” (housing,
planning). Other external surveys are done on a quarterly or biannual basis (library, recreation). Only seven departments of the 21 responding reported no survey
activity (ex: GIs, finance, risk, etc.).
T T
1. Internal Communications Survey - City Staff, 1998
2. Internal Communications Survey - City Staff, 2000
3. 2000 Public Opinion Survey
4. 2001 Public Opinion Survey
5. Communication Plans from various California Cities
6. “Delivering the Message: A Resource Guide for Public Information
Officials” published by the California Association of Public Information
Officials (CAPIO)
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