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HomeMy WebLinkAbout2005-06-14; City Council; 18172; Acceptance of Strategic Communications PlanAB# 18,172 DEpT.City Manage CITY OF CARLSBAD - AGENDA BILL 15 TITLE: ACCEPTANCE OF STRATEGIC COMMUNICATIONS PLAN DEPT. HD. CITY ATTY. CITY MGR RECOMMENDED ACTION: It is recommended the City Council ADOPT Resolution No. 2005-193 ITEM EXPLAN AT10 N : After several years of increased communications programs, there was a need to assess current efforts and plan for future needs. Further, when the position of Communications Manager was created, one of the key responsibilities was to create a City strategic communications plan. This plan defines the work plan and responsibilities of the position and creates an organizational framework for marshalling resources for implementation. This Communications Plan was created using the following methodology: analyzing the Citizens’ Survey results; reviewing successful communications programs of other government agencies; researching industry best practices; and interviewing staff and Council members to determine organizational expectations. General trends in public relations and communications trends were also reviewed. An inventory of current City publications and other communications efforts was analyzed as part of the process. Once the research was complete, the issues were organized into four strategic areas. Four guiding principles that reflect trends and best practices were developed. These principles will be applied to all programs and initiatives then, specific recommendations for action were developed targeting key audiences. The Communications Strategic Plan aligns the City’s communications efforts with the Council’s strategic goals. The plan integrates internal and external factors to understand, anticipate, and plan issues, trends and opportunities. The plan builds on the current City communications programs and begins to align them with Council and City goals. The plan uses community and communication trends to prepare and anticipate future communication needs. The mission statement of the plan is to “Develop a strategic communications plan that will sommunicate the City’s mission, positions and offerings through targeted outreach programs that work in concert and congruently with one another.” FISCAL IMPACT: Unknown at this time. Funding for new initiatives potentially through goal process. EXHl BITS: 1. Resolution No. 2005-193 2. Strategic Communications Plan DEPARTMENT CONTACT: Denise Vedder, (760) 434-2957; dvedd @ci.carlsbad.ca.us 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 RESOLUTION NO. 2005-1 93 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ACCEPTING THE STRATEGIC COMMUNICATIONS PLAN WHEREAS, The City of Carlsbad’ s Communications Manager has developed a Strategic Communications Plan; and WHEREAS, the Plan aligns City Communication programs and initiatives with City Council Goals; WHEREAS, the City Council wishes to accept the Strategic Communications Plan as part of the evolving communications efforts to keep citizens informed of City programs and plans, and how they can participate; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct 2. The City Council hereby accepts the Strategic Communications Plan. PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 14th day of JUNE ,2005, by the following vote: AYES: Council Members Hall, Packard, Sigafoose NOES: None ABSENT: Council Members Lewis, Kulchin Mayor Pro Tern Matt Hall ATTEST: (SEAL) CITY OF CARLSBAD STRATEGIC COMMUNICATIONS PLAN 2005-2007 c /- e L rc L rc c rc rc r- ~ i 1.INTRODUCTION.. ............................................ .3 I 2. SITUATIONALANAIYSIS A. Methodology ............................................ .4 B. Findings 1.External ............................................. 5 1I.Internal ............................................. 7 i i C.Top Line Conclusions .................................... .10 3. UMBRELLA GOAL FOR 2005-2007 ............................... .l 1 , ~ 4.AREAS OF STRATEGIC FOCUS .................................. .12 A. Communicate City policy to key audiences .................. .13 B. Inform key audiences about City offerings ................... .16 C. Provide strategic communications counsel ................... -18 D. Develop strategic partnerships ............................. .20 5. KEY OBJECTIVES FOR 2005-2007 ............................... -21 ~ 6.AUDIENCE IDENTIFICATION A.KeyAudiences ........................................... 22 B. Key Audiences for 2005 ................................... .23 C. Potential list of audiences ................................. .24 I 7. KEY MESSAGES .............................................. .26 ~ 8.TACTICAL OVERVIEW AND TIMELINE ........................... .27 9.BENCHMARKS ................................................ 30 10. APPENDIX A. City Communication Tactics ............................... .32 B. MSA Communications Planning and Needs Assessment Worksheet .33 C. Sample Key Message Fact Sheet ............................ .34 D. Issues Identified Through Interviews ........................ .35 c ,- *- P c c .-. P r c rc STRATEGIC COMMUNICATLONS A strategic communications approach aligns City messages and reputation with its stated goals and objectives by using targeted communication to build or maintain the organization’s reputation with key audiences. Strategic communications integrates City goals with internal and external factors to understand, plan and anticipate issues, trends, and opportunities to communicate. Strategic communications planning assumes the environment is changing, will change, and develops strategies and tactics that are responsive to these changes. MISSION OF A STRATEGIC COMMUNICATIONS PLAN 1. Create a strategy to address the organizational mission and need. 2. Create an organizational structure to deploy resources to successfully carry out the strategy. 3. Implement the tactics outlined in the strategy. 4. Measure and evaluate results/outcomes. 5. Make adjustments. St Ff:( ctur & Adj stme ts ‘\re\ Implement \ Evalyde -\ / c c A. METHODOLOGY The process of developing a situational analysis includes evaluating external and internal factors related to communicatiomThis analysis combines looking at general communication and organizational trends, industry best practices, as well as specific issues affecting Carlsbad. The data for the situational analysis was gathered using the following methods: 1. Reviewing industry trends and best practices 2. Studying results of the annual Citizen’s survey regarding communications 3. Interviewing staff, consultants and others familiar with the City for input on the City’s primary communications needs and issues that should be addressed frrst 4. Meeting with City Council members to gain their insights and perspective on organizational needs, expectations and strategic focus 5. Reviewing the job description and background related to the development of the position of a City Communications Manager 6. Interviewing, analynng and reviewing the communications efforts of other governmental agencies and similar organizations t P P I B.FINDINGS P c I_ c c ~ I.EXTERNA.LFACTORS: Broad issues and trends outside the City’s sphere of influence constrtuentq. Changing methods of communication Predicting, evaluating, recommending and incorporating technology into communications progtams is one of the emerging and vital roles an expert communicator can bring to an organization. Understanding how targeted publics receive and comprehend information is key to a sophisticated communications approach. Technology has changed the way messages are received, heard and understood. ~ Changing community characteristics I Current publications and messages reflect an “insiders” mindset - people who already are familiar with the community and who have lived here for several years. Carlsbad’s emergence as a thriving high and biotech community, the allure of high quality schools, combined with a well-run government, and varied recreational opportunities are attracting a considerable number of new residents.AdditionaUy, most of the population growth is the “southern” part of the City.The City’s current communications efforts do not address the information needs of new residents, as well as their preferred method for receiving information, which may be different than long-time residents. Communication trends are moving toward greater segmentation rehement of target publics and of communicating through targeted channels.Techno1ogy enables this trend. Orgarmations are breaking down silos and departments to look at how the customer is best served vs. how the organization is structured.Tasks are organized and outreach based on making a strategic determination of key audiences and messages and then frnding the most effective communication channel, and moving away from a “one size fits all” approach and a “departmentalized approach. Trends in communication are accelerating toward an even greater definition and Information overload Access to information has never been greater, but it’s also harder to get people’s attention. People are inundated with information - desired as well as unsolicited infor- mation must compete for attention and time.As such, new and creative methods must be continually evaluated and employed. Communication must be clear and concise, and put in easy to understand context for the readerwhen a message is presented, the audience should be able to easdy understand the answer to the questi0n:Why are you tehg me this? CITY OF CARLSBAD STRATEGIC ~OMMI’NICATIONS PLAN Financial constraints State budget uncertainties may affect future City revenues. Communications programs, like all other city programs and services, must be prepared for adjustments that are in line with the City's budgetary needs.Ana€ynng the current programs and services to make reasoned choices that will still maintain a high degree of communications is key. Currently, every department is responsible for producing, printing and distributing its own marketing and communications materials. Streamlining and sharing resources could result in money saved and process improvements. ~ Citizen's survey results I Since 2001, Carlsbad has conducted a citizen's survey to measure performance. Communications is one of the measures the City uses to evaluate its services.The survey shows a steady, positive trend in providmg residents with information that is important to them. Satisfaction with city government, which is one indicator of how well the City is communicating with its constituents, is also high. Given these factors, opportunities for communication were evaluated. In conducting this analysis, there is a slight difference, between residents of north and south Carlsbad in rating the job the City's communications effort. (City of Carlsbad 2003 Public Opinion Survey, pg. 80) In general, residents of the north rate the city slight€y higher than residents of the south in providing information that is important to them. Further, residents who have lived in the city six years or less rate city services slightiy lower than residents who have lived in Carlsbad seven years or more.These tend to be residents who live in the southern part of the city. To gain a greater understanding of underserved audiences, the survey could incorporate a methodology for identrfying audiences and opportunities for enhanced communication and awareness on a particular issue or policy. l ' I I I I ' CITY OF CARLSBAD STRATEGIC COMM1L"ICATIONS PLAN 0 II. INTERNAL FACTORS: Issues Inside the City’s sphere of influence affecting v c-. Growth of communications programs & organizational need In just the past 4 years, the City has launched these initiatives: 1 Avenues 4 Carlsbad Community Calendar 4 City Scene newsletter (in Community Services Guide) 4 City Stuff (program on City government for third graders) a Worth Noting newsletter for City Council 4 Day at Del Mar Fair 1 Website 4 1ntra.net for employee communications 4 Quarterly Update Video magazine To implement these efforts, the city used a communications consultant who was responsible for writing press releases, brochures, and other internal and external communications.The consultant was not operating under an umbrella strategy, but per- forming work as assigned. several years of increased spending on communications tools and tasks, there was a need to assess current efforts and decide what is working well, and make adjustments based on external and internal factors. The City has a culture and leadership that encourages prospective planning.After Communications is conducted in silos Because MSAs are responsible for their own communications efforts, there are many communications programs spread throughout the city. (Appendix A) Often departments are not aware of what other city departments are doing, and opportunities for sharing resoUrCes is by chance, rather than by design. Further, communications duties are assigned to staff members who have varying degrees of interest, desire and skill in performing communications functions. Most City communications are accomplished and administered through the Departmental Management Analyst. Communications programs general€y have been task-oriented in nature - driven by a perceived need, focus, or special event - which gen- erally makes the result reactive rather than proactive.The Communications Team acts as a coordinating body for the city. CITY OF CARLSBAD STRATEGIC COMMM’NICATTIONS PLAN _.. There are currently only three vehicles where all departments have a forum for their messages.These are also the primary places for communication of citywide initiatives: 1) Community Services Guide, which is produced three times per year 2) Quarterly Update videos 3) City website Since the Communications Manager is a relatively new position, and the duties and responsibilities are spread in many areas of the City, it is challenging to manage message, content and be strategic.An operational structure that gives “permission” to collaborate with departments to identlfy opportunities, and prioritize messages on a regular basis is critical to the success of any recommended strategy. City materials do not have an “identity” material.The work is performed by a variety of outside consultants as well as in-house graphics staff at Library,Arts, and Recreation.“his has led to a variety of different looks and tones that residents may not immediately recognize as City information. Every department produces its own brochures, press releases and other marketing City departments are looking for ways to streamline communications & outreach make their services relevant to citizens.With limited resources, and growth of City programs, prioritizing needs and collaborating to avoid duplication is paramount. City staff is increasingly under pressure to create innovative programs that will No one person is responsible for editorial content and information architecture of the City‘s website or intranet Most organizations now consider a website to be a communications tool, of which the design, information priorities and implementation of content are the primary responsibility of the communications staff.The communications staff assists other departments in posting information and keeping it current. Often, Communications works with IT to explore and recommend new technology. No overall editor is responsible for updating Carlsbad’s website content. Each department is responsible for its own content, which has resulted in website being more an outline of information than an active communications vehicle. It has also resulted in information that isn’t always consistent, easy to find, or achieves the objectives of the organization. Strong local media presence The presence of two strong regional papers, the North Times and the Coast News, in addition to the Unbn ZHbune’s North County section, present numerous opportunities x r- C'. P ,.- *... c c F I- .- A _-- I for coverage of city events and issues. Coverage of City issues is garnered pmnanly through Council meetings. In the annual Citizen's Survey residents cite local newspapers as the primary resource for information about Carlsbad. (City of Carlsbad 2003 Public Opinion S-, pg. 69) Cable Issues issues.The opportunity to negotiate with the cable carrier is strengthened since the market is not diluted by two or more carriers. But the financial instability and poor customer service of the current carrier forces residents unhappy with the cable provider to pursue other options for television service, such as satellite. Unfortunately, residents who opt for alternatives do not have televised access to Council meetings or City progt-amming. community pr0gramming.h opportunity exists to work on building relationships with the CCTV Board for increased City programming opportunities and funding. The City also has a cable channel, which could be used for city programming and events.About two years ago, video production capabilities were brought in house. Further, the library also has production facilities, and creates original as well as taped programming. One of the stated objectives of the communications plan is to create an umbrella strategy within which the cable channel, and cable opportunities could be addressed. Just one provider serves the entire City, which presents both opportunities and A board appointed by the Council administers funds received to produce Public policy communication Issues management is an am of public relations/public affairs that seeks to anticipate and communicate public policy issues.The goal is to create greater awareness, under- standing and invite participation in public policy decisions. The Council members interviewed expressed a greater desire to help increase understanding and awareness of City policies and decisions. The City has many issues that are "priority"Although it can be difficult to make choices, effective communications occurs when two to three issues are selected and all communications efforts are aligned to support the key issues.A coordinated effort to focus on key issues would also provide alignment of the Calendar, Quarterly Update and other City venues.The annual citizens survey could then be aligned to determine whether messages were received. Some issues, by the nature of the public policy process are covered when only they reach an elected or appointed bo+. So, the communications efforts in this case will be reactive rather than proactive since the Council must decide policy, first. C. TOP LINE CONCLUSIONS: 1 ~ I 1. Opportunities exist for greater use of technology, including cable channel and video. 2. Desire to be proactive in anticipating and responding to policy issues. 3. In some cases, information on issues is limited until Council makes a policy decision. , 4. City has many policy priorities. 5. Information needs and preferences are general rather than directed at specific I audiences. 6. Opportunities exist to streamline and combine resources for efficiency, cost savings ~ and consistency of message. I ’ 1 8. Communications manager should act as a broker and facilitate collaboration ~ 7. Most residents use newspaper for City information. Second is Community Services Guide. of City communications vehicles, needs, messages and priorities. ! ’ 9. City materials do not have an overall “identity” that is read* apparent. i 10. Face of City work force is changing. 11 .Traditional public relations duties must be addressed. 12.The communications needs of the City are too great to be handled by one person, so systems must be in place to effectively and efficiently decide which issues are key, and effectively collaborate. ~ The Mission: I 1. Organize issues into strategic areas for implementation. 2. Create an organizational framework that gives “permission” and creates a partnership to effectively deploy resources. Evaluated two models: 1 .“Corporate” model that dictates everything going through one department, that has ultimate decision-making and budget authority 2. “Franchise” model that provides support, expertise and assistance - dependent on effective relationships I CITY OF CARLSBAD STRATEGIC COMMI’NICATIONS PLAN - .- e c /- e Develop a strategic communications plan that will communicate the City’s mission, positions and offerings through targeted outreach programs that work in concert and congruently with one another. <; I T Y 0 F <; A R L S I) A D s T R AT E G I C c 0 h.1 M 1. X I C AT IO N S P L A N 11 Primary areas based on assessing external and internal factors, and weighing organizational needs and priorities. 1. Inform key audiences about official city policies and decisions. 2. Keep key audiences current about range of services and programs city provides and opportunities to participate. 3. Provide strategic direction and leadership for City communications efforts, including Department programs and services. 4. Develop strategic partnerships in the community and greater San Diego region. A* COMMUNICATE Crry POHCY To KEY AUDIENCES c c c /- .c c _-. c e IC c Strategic area #1: Inform Citizens About Official City Policies and Decisions Prioritizing the City’s policies and decisions is accomplished by understanding its information needs.This assures critical policy issues are communicated to the extent they can, and key audiences are addressed through specific outreach tactics and techniques. Strategy 1: Identify 3 to 5 priority issues by a Using the Citizen’s survey as a baseline, Council and staff would agree on priority communications issues during annual goal-setting workshops. Until the Council Workshop in Jan-, these would be the priority communications issues: 8 Open Spacemabitat Preservation 8 Community Service Needs (including roads and retail centers) I Water Availability 8 Affordable housing Strategy 2: Develop policy messages by I Developing a Q&A/Fact Sheet to provide one-page that outlines policy agreement. In some cases, the Avenues publication may serve as the foundation. Strategy 3: Identify and deliver messages to key audiences using these potential delivery options: I a 8 8 1 I I n M I I CITY Fact Sheet summarizing agenda bill for reporters When feasible, copies of presentations made available for reporters Media/OFd pieces Articles in Community Services Guide Quarterly Update Video Prominence on website Outreach to community groups City Signage program Calendar editorial Special publications as needed Other tactics as needed 0 F c h R L S B A D s T R AT E G I C c 0 M M t’ N I C AT IO N S P L h N li rc I I Key Issue Key Issue Key Audiences Key Audiences Key Message Key Message I I c - I Key Issue I Key Audiences Key Message Implementation of Strategic Areas of Focus Strategic Area #1: Inform key audiences about official City positions and decisions I __~ Alignment w/Council Goals, Streamline & Integrate, Leadership,Technology I 1 Determine 3 to 5 Key Issues 1 I Tactics I Community Services Guide Calendar Quarterly update Video Website Media Brochures Signage Community Events City Publications Cable Channel CITY OF CARLSBAD STRATEGIC COMMI~NICATIONS PLAN It Communication Opportunities During Public Policy Process Media Policy Topic Communication * Citizens Council 0 Staff * Outside Agencies t Media Reports on Issue 4 City Council Addresses Topic Staff Report t Board or Commission Hears Issue and Makes Recommendation 4 Staff Brings Report to City Council 1 4 City Council Makes Policy 1 Policy Reported in Media and City Publications 1 Generally Reactive Opportunities for Proactive Communication l3. INFORM KEY AUDIENCES horn cm OFFERINGS Strategic Area #2: Inform key audiences about current City services and programs and opportunities to participate Provide a mechanism for prioritization of programs and audiences. Strategize to uncover alliances within departments and programs as well conduct prospective planning of information for website, calendar, Community Services Guide and other citywide communications opportunities. Strategy 1: Identify issues for collaboration by m Quarterw meetings with Department Heads to anticipate 1 Monthly Communications Team meetings 1 Proactive outreach by Communications Manager and prioritize communication issues Strategy 2: Prioritize issues by Providing quarterly Strategic Communications Report 1 Providing leadership to Departments in writing marketingkommunications plans 1 Identrfyrng key audiences & messages using Council goals and vision. 1 Recommending tactics/delivery options for each audience (Some tactics may reach more than one audience) Strategy 3: Create opportunities for Departments to coordinate resources & messages with other city initiathes and programs by a Redesigning website 1 Providing leadership and overall coordination of Community Services Guide 1 Creating signage program m Using Communications Team as a catalyst 1 Creating a media/communications planning calendar Strategy 4: Address needs of new residents by = Creating new area on website 1 Sending a “welcome packet” to include quarterly update video, calender, etc. Implementation of Strategic Areas of Focus I Strategic Area #2: Inform key audiences about City offerings I I Alignment w/Council Goals, Streamline & Integrate, Leadership,Technology I Key Issue Key Issue Key Audiences Key Audiences Key Message Key Message I I I I 1 I.D. Issues / Prioritize 1 Key Issue Key Audiences I I Key Message Initiate/coordinate City communications tactics Community Services Guide Calendar Quarterly update Video Website Media Brochures Signage Community Events City Publications Cable Channel , CITY OF CARLSBAD STRATEGIC ~OMMI’NICATIONS PLAN L- C. PROVIDE STRATEGIC COMMUNICATIONS COUNSEL Strategic area #S: Provide strategic direction for City communications efforts, including Department programs and services Provide communications leadership to City through training and collaboration. Strategy 1: Develop Communications Needs Assessment in partnership with Communications Team Strategy 2: Conduct Training (using needs assessment as tool for curriculum development) This will be accomplished by conducting training in: m Working with the media/video/oncamera appearances a Basic public relations/writing workshop m Publicspeaking m Marketing CampaigrUdevelopment of goals & objectives Strategy 3: Create consistency in Citywide communications by 1 Creating graphic guidelines for brochures and other printed material a Developing guidelines for web content submission Providing training in communications tactics/techniques Strategy 4: Create opportunities for Citywide comrrpnications through partnerships/ alignment of resources/alignment with city goals and priorities This will be accomplished by serving as editor of citywide communications includmg: a Website Community Services Guide I Signage in city facilities Development of new communications tools Strategy for CCPS Communication and Outreach c 1 T Y 0 F c h R L S B .i D s T R AT E G 1 C c 0 M M 11 N 1 C AT IO ?4 S P L X N 15 Strategy 5: Serve as on-call Communications Consultant through: a Crisis Management/Crisis PI0 ' EOC involvement/Disaster preparedness 1 Development of targeted marketing efforts to achieve goals & objectives Writinghecommending targeted communications Strategy 6: Recommend Best Practices for communications throughout the City by I Reviewing internal procedures 1 Conducting communications audits, if necessary Meeting with departments at least quarterly and reviewing priority projects (Appendix B) Strategy 7: Provide expertise to City Manager, City Council and City Departments in prioritizing and positioning city messages, information and tactics using Annual Survey, goal process and other tactics CITY OF CARLSBAD STRATEGIC COMMI-NICATIONS PLAN 1 ,) D. DEVELOP STRATEGIC PARTNERSHIPS Strategic Area #4: Position City as a regional partner by developing strategic alliances for the City in the community and greater San Diego region Recommend and implement strategies for involvement and opportunities for communications. Strategy 1: Identify key influencing organizations by a Determining priority organizations based on City needs E Assessing new opportunities for partnerships in alignment with City goals a Developing list of organizations for regular mailings and contact Strategy 2: Create linkages by seeking communication opportunities by E Looking for opportunities to place newsletter articles, website links, etc. Strategy 3: Join and participate in appropriate organizations Strategy 4: Maintain partnerships through meetings, briefmgs, events by Developing opportunities for speaker’s presentations 1 Creating opportunities for collaboration Strategy 5: Pursue media opportunities to create regional awareness of Carlsbad’s issues/programs/services by Looking for joint opportunities to author articles, hold events 1 Pursuing regional editorial opportunities Strategy 6: Develop opportunities for Council and staff involvement as necessary ’ <; I T Y 0 F c A R L S B A D s T R AT E G I C c 0 M M IT N I C AT IO Y S P L A N 1( 1 F <- A- GUIDING PRINCIPLES A.Align Communication efforts with City/Council goals and messages ~ I B. Streamline and integrate City communications efforts, resources and tactics for efficiency, cost savings and coherent message delivery I C. Provide expertise & partnership to City departments I D. Explore technology and innovation to communicate strategically I when feasible and cost effective I These objectives are to be applied to all four Strategic Areas of Focus. r” ’ CITY OF CARLSBAD STRATEGIC COMMC’NICATIONS PLAN r- c r- e- P- c c P c c P .c c A. KEY AUDIENCES: IDENTIFICATION AND DEVELOPMENT City communications efforts should be more specific in addressing audiences. Although there are many key audiences, organizations can't be all things to all people. So, an important part of the process of strategic communications planning is to determine which audiences to focus on. Since there is not time/money to address all audiences, analysis is completed as to which groups are the priority audiences. Once the key audiences are determined, the most effective way of communicating with the audiences, based on their needs, interests and current beliefs is assessed to uncover unmet communications needs and opportunities for communication. Analysis 2% Methodology for Determining Audiences Audiences are developed for each program by asking the questions: s Who are the stakeholders? s Who forms our reputation? = Who may need more information? = Who may have opinions/beliefs about the issue? After answering these questions, a strategic determination is made about which The audiences may change depending on the issue or the desired outcome. Once the key audiences are determined, then the methods for communication can be determined - based on the preferred method of delivery for those audiences. audience(s) will be the most effective to target. <:ITY OF CARLSBAD STRATEGIC COhlMI'NICATIONS PLAY .- c r_ c /- c I- - ,- e c- c c B. KEY AUDIENCES FOR 2005 During the initial year, key audiences will be determined using the following measures: ‘CJnderserved Most import ant Using the above, criteria, and taking into account the factors of limited budget, time, and effectiveness of effort, three key audiences emerge: 1 Jnderserved 1. New Residents There are some 100-200 new residents per month in Carlsbad.This represents a signrficant population with specific information needs not being actively addressed. In general, this audience has a higher degree of interest in learning more about the city, is looking for confirmation of the decision to move to Carlsbad, and is open to learning and is actively seeking information. Most important 2. Residents actively engaged in city issues, including city volunteers, board and commission members (generally known as opinion leaders or key influencers) These are residents who attend city council meetings, use the website at least monthly, register for classes and/or have attended the Citizen’s Academy, serve on a Board or Commission, have previously served on a Board or Commission, or are active in a community organization.They are our most interested, committed and engaged citizens.They have the most interest in learning about City issues, most likely have a wide circle of influence in conveying their opinions about the City to other residents. Their fellow Carlsbad residents likely look to them for insight and information and opinion on City issues and policies. 3. Employees communicating messages.The following factors call for enhanced communication with employees: In any organization, employees are key to understanding, disseminating and Growthinstaff 1 Growth in number of facilities Historic number of staff retirements - which could mean new employees and changes in organizational culture Greater use of email and other electronic forums such as the intranet makes information distribution easier, but also calls for the need to organize information that is being disseminated. CITY OF CARLSBAD STRATEGIC COMMI~NICATIONS PLAN c. A POTENTIAL LIST OF AUDIENCES FOR USE IN DEVELOPMENT OF COMMUNICA~ONS PROGRAMS This list is to assist departments and would be reviewed when planning outreach on a specific program or policy to ensure that important audiences are reached. Within each category, further refinement is possible, depending on the issue. Residents: Families Seniors New Residents Professional Interest Community Groups HOA Boards of Directors Civic and Social organizations Special Interest Groups Businesses: Chamber New businesses Businesses looking to relocate in Carlsbad Employees of local Businesses Convis/North County ConvisKarlsbad Convis City Employees Schools: Board members PTA Parents Boards and Commission members City Volunteers Regional Groups: Environmental Business Civic Social ElecteUappointed officials of other jurisdictions/agencies c I 1 Y 0 F (: .A R L S €3 A D s T R AT E G I C c 0 M M I- N I C AT IO N S P L A N It Strategic Audience Identification No Interest in Issue/Does not Some Some Affect/Care Interest/Concern Interest/Concern Disagreement Mildly Disagree Mildly Agree Topic High Interest/Concern Agreement I Primary behavior, attitude, awareness changes occur with these audiences I I Reinforcing Key messages based on understanding attitudes/awareness I oftheseaudiences I Tactics based on audience preferences of message delivery ..- I- - c 4. Key messages are the primary points that an organization wants to convey to its audience.The messages should be simple, clear and concise.They will form the foundation of all communication. Key messages are a set of statements that convey the most important things about the service, program, or product. The most successful key messages marry what the sender feels is important with the needs and interests of the audience. Once agreed upon, key messages can be incorporated into every channel and tactic. The idea is to make certain that the messages are repeated often enough to cut through the information clutter.&, by focusing on three to four simple messages, the odds increase that key audiences will hear and understand the messages. Key messages may change or be modified, depending on organizational need. As key issues are identified, key messages will be developed. Writing a Key Message simple, clear information that is important for the audience to be aware of when they make a decision. Sophisticated campaign and corporate smtegies pre-test messages and use focus groups of their key different audiences to determine the success of their key messages. Key messages are used and repeated in the tactics and communications channels. Once the key audiences are determined, key messages are written to convey the Developing A Key Message Determine the information you would like the key audience(s) to know, and also, what they need to know to make a decision, form an opinion, or take action.Think about any misperceptions you would like to address. Since people are inundated with information, three simple, clear, short statements is the recommended number. Often, the exercise of writing key messages involves writing down several messages, and then combining and until short, simple, declarative statements are achieved. 1 Write with the target audience in mind. In a complex campaign, key messages are written for each audience 1 Key messages can change based on changing circumstances a The organization should be mare of and well versed in the key messages, and committed to communicating them in various forms 1 Audience knowledge and understanding of key messages can be tested through surveys and focus groups CITY OF CARLSBAD STRATEGIC COivllMt NICATIONS PLAN 2(, PRIORITY PROJECTS: 2005 1. Work with City manager to develop city policy and communication priorities for 2005 during annual goalsetting workshops 2. City Website: 2005 2004/2005 City GoalTeam has been formed to enhance design of web site Prioritize information and create website architecture based on objectives Recast web committee as policy committee Provide organizational support for communications as editor and publisher of content and graphics Research feasibility and cost of streaming video and other technology to improve message delivery Launch electronic newsletter 3. Cable Franchise Renewal: 2004 - 2006 Conduct Community Needs Assessment Serve on negotiation team for cable franchise renewal process 4. Develop and implement CCPS Communications Strategy 1 In process of developing strategy that will work in concert with city initiatives and communications strategic plan 5. Recommend action plan on City Channel w Goal has been developed related to conducting cost/benefit analysis fi Serve as Liaison to Carlsbad CommunityTelevision Foundation 6. Identify and Prioritize Major City Initiatives I Conduct Staff Communications Needs Assessment with Communications Team I Assist departments in writing marketing plans that tie into Communications 1 Strategicplan I Develop city standards for graphics and communications in conjunction 7. Develop consistent City identity with City Communications Team 8. Develop a training program in partnership with City Communications Team 9. Create on-going dialogue with City groups, businesses, HOA's and other stakeholders 10. Outreach program to new residents c II L CITY OF CARLSBAD STRATEGIC COMMU?4iCATIONS PLAN .-- I- - F - r^ c c_ /- I’ I.. c rc ,-- e c c* c 2006 1. Employee Communication Provide leadership for consistent, clear, on-going employee communications by retooling intranet 2. Cable Channel a As franchise negotiations progress, and cost benefit analysis completed, identrfy strategy for rolling out channel Conduct communications audit 2005/2006 3. Research/ Measure Effectiveness of Communications Program a Provide input into annual Citizen’s survey effectiveness - on-going 2007 1. Explore opportunities for “point of participation” information at City facilities ON-GOING 1. Ensure key issues and messages are incorporated into City Publications 2. Primary Publications to include: a Community Services Guide a Citycalendar a Brochures a Web Site = Quarterly Update video To be accomplished: a Sync editorial content with city’s overall messages & priorities Provide graphic identity and cohesive message Provide leadership in streamlining costs n Continue to provide leadership in recommending and implementing changes as technology and city needs indicate 3. Media Relations a Create position rationale, Q&A for City Policy issues 3 Initiate media strategy on major city initiatives s Meet quarterly with reporters/editors a Develop strategic partnerships with colleagues in North County Conduct media training for staff and San Diego region to monitor issues 4. Meet with Departments quarterly to identify on-going priority issues (Appendix B) 5, Quarterly Update Video Magazine: Pursue opportunities to create wider audience for video program, especially to new residents CITY OF CARLSBAD STRATEGIC COMM1“ICATIONS PLAN ' TACTICS FOR MESSAGE DEL~TERY EXISTING DE-Y RESOURCES This is a potential list of tactics to be used depending on development of key audiences and prioritization of programs and resources. 1. Use Communications Tool Kit as a resource and foundation 2.Website: Create an electronic community that becomes the source of I I ' information for Carlsbad residents 3. City Publications a Community Services Guide = Water & trash bill stuffers = Calendar a Brochures Avenues 4. Media = Newsreleases Columns by local writers a Paid advertising 5. Community displays/events 6. Cable television Wed a Use Quarterly update to convey key issues, programs a Serve as liaison to CCW B Explore feasibility of City Channel 7. Partnerships with other organizations a Speaking engagements 1 Articles in newsletters a Attendance at events 8. Employee communications 1 Intranet 1 e-mailupdates 1 bulletin boards I paycheck stuffers a City signage I Electronic newsletter 9. NewTactics CITY OF CARLSBAD STRATEGIC COMMVNICATIONS PLAN The desired outcome of strategic communications is to use information to affect behavior and/or attitudes between an organization and the publics with whom its success depends. The Goal of Communications is: 1. Create awareness 2. Increase understanding 3. Reinforce perceptions 4. Invite participation Here are several measures to evaluate program effectiveness: Output measures: 8 Increased outreach (number of pieces) to target audiences a Increased traffic to website s Increased number of articles about Carlsbad in targeted media 8 Articles in other publications about Carlsbad 8 Increased viewership/readership of cable programmingkity publications Outcome Measures: Cost savings Organizational perception of communications program ’ Over time, increased awareness of issues and programs as measured by the annual Citizen’s survey The Strategic Planning Process Alignment with Streamline/ Council goals Integrate Council Goal: “Ensure that community members, Council and staff are well- informed, continuing to be a more responsive government and a high level of citizens confidence in government.” Leadership & Technology & Partnership Innovation Situational Analysis Internal External Communicate Policy to Key Audiences Findings I Inform Key Provide Position City Audiences about Strategic as a Regional City Programs Counsel Partner I I I I Umbrella Goal: Develop a Strategic Plan that will communicate City’s Mission, positions, and programs through targeted outreach I Guiding Principles I IdentLfy Key Audiences/Key Messages I 1 I Tactical Overview and Timeline I Benchmarks I Evaluate I ’ CITY OF CARLSBAD STRATEGIC COMMMVNICATTONS PLAN iL CITY COMiWJNKX~ONS TACTICS Ranked By City MSA City Manager a Brochures at City Hall 1 Website a Community Service Guide 1 Quarterly update on Adelphia a Press Releases = Calendar & Council Chambers - City Scene Arts 1 Website a Press Releases on Events Newsletter & Gallery Openings Community Services Guide D Community Events Jazz in the Park Recreation 1 Website a Community Services Guide 9 CampGuide 9 Press Releases on Events 1 Flyers at Community Centers I Brochures at community centers 1 Community Events Marathon Library a Signage at facilities 1 Website a Press releases Community Services Guide Public Works 9 Newspaper Advertising 9 Brochures 9 Water Bill stuffers 9 Trash Bill stuffers B Community contact through Katz &Associates PR firm = Community Events a Website Community Development a Website a Countertop brochures Administration = Paycheck stuffers 1 Intranet Public Safety Police: Fire: I Community Events Press releases Community Services Guide CITY OF CARLSBAD STRATEGIC COMM.INNCATTO~S PLAN 4: c #- e B+ MSA COMMUNICATIONS PLANNING & NEEDS ASSESSMENT WORKSHEET 1 .What are the 3 most important events, projects or issues on the horizon for your department in the coming year? 2.Who do you consider your most important audience to communicate with? 3 .Which communications activities have been most effective for your department in the past in reaching that priority audience? Which have not? 4. How do you view the role of the Communication Department as it relates to your department? 5. How, if at all, would you like that role to change? (is., what would be the ideal?) c c IC c r P *- _I- #”- c 14 P #- IC #-. F C. SAMPLE KEY MESSAGE FACT SHEET Desalination Facility Protect our vision of coastal access and vigorously represent the interests of our community. Coastal Access: One of Carlsbad’s long-term public policy goals is to protect, preserve, enhance, and where possible, increase coastal access. Residents from all over San Diego County use and enjoy Carlsbad’s coastline - it truly is a regional resource. For 30 years, Carlsbad City leaders, staff and residents have dreamed of moving the “stack at Encina Power plant to a less visible location, and improving public access to the coastline.The proposed desalination facility is located in the heart of one of Carlsbad’s prime redevel- opment areas.The desalination project should not preclude the city3 desire to redevelop this key site. Water Reliabjlity Since beginning the discussion of bringing desalination to the San Diego coastline, Carlsbad has been interested in developing a local supply of desalinated water to improve water reliability for its residents. Some measure of water reliability for Carlsbad residents seems a reasonable exchange for accepting the siting of a large, industrial ficility on prime coastal property.As stewards of the City’s assets, the City Council must look out for and protect its ratepayers. Involvement in the Approval Process approval process ensures Carlsbad’s needs are protected. Having some measure of control and input into the project’s requirements and specifications protects our resident’s interests and helps to ensure that the city’s vision for the property is part of any development plan. In order to achieve coastal access and water reliability, involvement in the public CITY OF CARLSBAD STRATEGIC COMM1’NICATTONS PLAN it c ... - P c P- c c c c c I- h - c c e-- - - ,-- D. ISSUES IDENTIFIED THROUGH INTERVIEWS Interviews with Staff, Council and Stakeholders, yielded the following sumrnary of issues: Perceived greatest liabfi~ No one (including other agencies) understands our growth management plan Perceived Carlsbad resident concerns: I Traffic 1 Growth 1 Openspace Reoccurring themes among those interviewed: 1 How can we communicate policies to the community? a How can we be proactive? 1 How can we anticipate issues? 1 How can we be out front on regional issues? 1 How can we explain budget issues? 1 How can we be more involved in the community? Perceived strengths: 1 Good stories to tell 1 Decision-making is done after prudent thought and analysis 1 Stable political environment 1 High confidence in city government Perceived opportunities: 1 Opportunity to be a regional player a Keep the good planning in front of people a Communicate to people how council operates - that it’s an open process 1 Focus on our competent workforce and what they do for people I Maximize communications potential of cable,website & other technology CITY OF CARLSBAD STRATEGIC COMML-NICATIONS PLAN P- e- ? F- ii P 0- i, r r r c “Ensure that community members, Council and staff are well-informed, continuing to be a more responsive government and a high level of citizens confidence in government.” - Council Communication Goal Guiding Principles 1 Align Communication efforts with City/council goals & messages I Streamline & integrate City communications efforts, resources and tactics for efficiency, cost-savings and coherent message delivery I Provide leadership & partnership to City departments I Explore technology and innovation to communicate strategically when feasible and cost effective Strategic Areas of Focus Primary areas based on assessing external and internal factors, and weighing organizational needs and priorities. 1. Inform key audiences about official city policies and decisions. 2. Keep key audiences current about range of services and programs city provides and opportunities to participate. 3. Provide strategic direction and leadership for City communications efforts, including Department programs and services. 4. Develop strategic partnerships for the City in the community and greater San Diego region. Principals are wrapped into each Strategicha of Focus and used as the guiding factors for accomplishing each area of Strategic Focus. CITY OF CARLSBAD STRATEGIC COMML’NICATIOYS PLAN c City of CarlsbadStrategic Communications Plan 2005-2007 StrategyCreatingStructure &ResourcesImplementMeasure &EvaluateMakeAdjustmentsMission Develop a strategic communications plan that will communicate thecity’s mission, positions and offerings throughtargeted outreach programs thatwork in concert and congruently with one another. Strategic Area #1 Strategic Area #1 Inform Audiences about City policies & decisions•Identify 3 to 5 priority issues•Develop policy points•Deliver messages to audiences using targeted methods Strategic Area #2 Inform Audiences about City Offerings•Identify issues•Prioritize•Coordinate resources & messages Strategic Area #3 Communications Counsel•Develop needs assessment•Training•Partnership/alignment w/city goals•Disaster/Emergency media contact•Implement industry best practices Strategic Area #4 Develop Strategic Partnerships•Identify organizations•Participate in organizations•Maintain partnerships•Develop opportunities Guiding Principles•Alignment with Council Goals•Streamline resources•Provide partnership•Use innovation Determining Key Audiences•Who are our stakeholders?•Who forms our reputation?•Who needs more information?•Who has opinion/beliefs about an issue? Initial Key Audiences•New Residents•Citizens actively involved•Employees Priority Projects 2005:Website remodel New Resident Guide2006:Employee Communications Cable channel issues2007:Information kiosks and citywide signageOn-going:Streamlining, prioritizing, integrating, and innovation Measurement•Output measures•Outcome measures MeasurementCommunications Goals:•Create Awareness•Increase Understanding•Reinforce Perceptions•Invite Participation City of CarlsbadStrategic Communications Plan City of CarlsbadStrategic Communications PlanCommunicate City’s mission, positions and programs through targeted outreach Questions …