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
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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
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i 1.INTRODUCTION.. ............................................ .3
I 2. SITUATIONALANAIYSIS
A. Methodology ............................................ .4
B. Findings
1.External ............................................. 5
1I.Internal ............................................. 7
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C.Top Line Conclusions .................................... .10
3. UMBRELLA GOAL FOR 2005-2007 ............................... .l 1
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~ 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
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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
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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
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~ 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.
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' CITY OF CARLSBAD STRATEGIC COMM1L"ICATIONS PLAN
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II. INTERNAL FACTORS:
Issues Inside the City’s sphere of influence affecting
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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
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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
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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:
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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.
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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
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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
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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
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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
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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:
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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
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Key Issue Key Issue
Key Audiences Key Audiences
Key Message Key Message
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Key Issue
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Key Audiences
Key Message
Implementation of Strategic Areas of Focus
Strategic Area #1:
Inform key audiences about official City positions and decisions
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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
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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
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Strategic Area #2:
Inform key audiences about City offerings
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Alignment w/Council Goals, Streamline & Integrate, Leadership,Technology
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Key Issue Key Issue
Key Audiences Key Audiences
Key Message Key Message
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1 I.D. Issues / Prioritize 1
Key Issue
Key Audiences
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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
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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
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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
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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
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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.
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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
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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
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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
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Reinforcing Key messages based
on understanding
attitudes/awareness I oftheseaudiences I
Tactics based on
audience preferences
of message delivery
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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
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CITY OF CARLSBAD STRATEGIC COMMU?4iCATIONS PLAN
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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
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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
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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
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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
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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?)
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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
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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
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“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
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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 …