[ Council Communication ]   [ Proposed Communication Plan ]

Council Communication

Title:	Proposed Communication Plan
Dept:	Administrative Services
Date:	March 19, 2002
Submitted By:	Ann Seltzer
Reviewed By:	Greg Scoles, City Administrator

Synopsis:	The first communication plan was adopted by the City Council in September of 1998. The goals of that plan and subsequent plans have been consistent for four years and action items associated with the goals have changed from year to year. Over the past four years, these action items have resulted in a variety of communication tools that are now used in an assortment of ways. The previous plans established a solid foundation from which to build a plan that is more long-term and strategic in nature. This will allow staff to utilize current communication tools and to build or expand upon them as needed and appropriate. This proposed communication plan differs from the previous plans. In the past, the plan included a "to do" list to be checked off when the item was completed. As a result there are now numerous communication tools in place which are used routinely to support communication efforts. New to this plan is a page identifying the targeted audience of the City's communication efforts as well as strategies and actions to achieve the overall goals of the Plan. Also included is a section that lists specific projects and programs that will likely require a separate and unique plan. Some Council goals and department priorities for the upcoming fiscal year will require a separate communication plan written specifically for that item. For example, the construction project on Siskiyou Boulevard and on Ashland Street will have a separate plan. It will include a detailed time-line with specific strategies and actions designed to meet the communication needs inherent to the project. Another example is the update to the economic development element of the Comprehensive Plan. Once the update is completed a communication plan specific to economic development will be written and will include actions and strategies specific to that topic. Listed on the last page of the attached plan is a list of upcoming projects that will likely require a separate communication plan for each. This overall plan is intended to serve as a foundation to achieve the communication goals of the City over the next few years. Like every plan, the contents are fluid. It will be updated and modified as circumstance change and goals are achieved.
Recommendation:	Staff recommends changing from a yearly communication plan to a long-term plan that is reviewed and updated as needed. Staff is seeking Council input on the proposed plan.
Fiscal Impact:	Currently, the budget provides for a Citizen Survey to be conducted every two years at a cost of $15,000 per survey. If the proposed plan is approved, staff recommends conducting focus groups in the "off" years of the survey, which would increase the budget for those years by approximately $9,000.
Background:	In 1995, one of the City Council goals was "to improve communication to and from the City of Ashland and its citizens." Subsequently, the Mayor appointed an Ad Hoc Citizen's Communication Committee to help develop a plan to achieve this goal. The committee began meeting in late 1995 and its plan was submitted to and adopted by the City Council in late 1996. Based on the Ad Hoc Committee's work and staff input, the first version of the Public Information, Communication and Marketing Plan was developed and presented to the Council in July 22, 1998. After a discussion with the Council and subsequent meetings with the Ad Hoc Citizen Communication Committee, a number of modifications were made to the draft. The revised draft was presented to the Council and adopted on September 16, 1998. Staff has been in contact with many other communities regarding their particular communication plans. While many cities have communication plans for specific topics, such as crisis communication, levy and ballot measures and construction projects, few communities have an overall Communication Plan, those that do are long-term spanning a number of years.

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Proposed Communication Plan

Introduction

The City of Ashland recognizes the value of citizen involvement and the wealth of good information and resources that the citizens of Ashland posses. It is important to increase the City's understanding of citizen concerns, ideas and values so that they can be utilized to make better decisions. The City must identify, create and budget adequate resources to engage citizens and citizen groups to enable them to effectively become a part of the City's decision making process.

Much of the City's overall success is shaped by the quality of its communication efforts. Therefore, a proactive approach is needed to foster effective two-way communication.

Guiding Principals

Open Two-Way Communication - Ensure that information is shared throughout the community and the organization emphasizing two-way informational flow.

Community Problem Solving - Provide citizens with complete, accurate and timely information enabling them to make informed judgements. This will help the City to make the best decisions.

Proactive - The plan attempts to give the City the opportunity to tell its story rather than rely exclusively on others to interpret the City's actions, issues and decisions.

Decentralized - Strengthen direct communication between elected officials, City departments and citizens rather than trying to funnel all information through a central point of contact or department. This provides for more knowledgeable discourse, strengthens accountability and also makes it easier to access or provide information on City activities.

Inclusive - Including everyone in the process builds teamwork and a feeling of belonging, breaking down feelings of us vs. them, which are common in many city governments and in many relationships of city government with citizens. The goal is to include everyone who cares to participate and to motivate those who are not currently engaged.

Strong and Consistent Messages - A successful communication plan is built on strong themes and is more effective than one with unrelated and scattered messages. The communication plan should support, reinforce and reflect the goals of the City government as established by the City Council and the City management, thus underscoring the idea of an organization with one common purpose: the citizens.

Targeted Audiences

Identifying and prioritizing target audiences is a key component of a communication plan. Without such identification, a communication plan can slip into a "ready-fire-aim" approach rather than a planned "ready-aim-fire" approach.

Primary Target Audiences

1) Citizens of Ashland

Citizens of Ashland are the highest priority targeted audience. Strengthening the relationship between City government and 20,000 residents is the starting point of a sound communications plan.

There are numerous subsets to this audience. Neighborhoods, business clubs and organizations, schools, age groups, etc.

2) Members of City boards, commissions and committees.

While these people are covered under the broad umbrella of #1, Citizens of Ashland, the work they do on behalf of the community and government makes them a distinct and specific target audience.

3) City Employees

People employed by the City of Ashland in its various departments and agencies are an integral part of the success of the communication plan. Each individual reflects the organization in their daily work.

4) News Media

The media are important because their coverage of the City government can have significant influence on the image of government by the public. Media includes a variety of print and broadcast.

Secondary Audiences

5) People outside of Ashland, including area residents who primarily work and visit in Ashland.

6) Other local governments in the Rogue Valley, Oregon and beyond.

7) City government associations and organizations.

Goals of the Communication Plan

· Ensure the Mayor and City Council are an active and integral part of the overall City Communication Plan.

· Improve City communication to and from Ashland citizens, businesses and organizations.

· Improve two-way communication within the City organization.

· Enhance and improve community and media relations.

· Increase awareness, interest and participation of the citizens of Ashland in government goals and activities.

· Break down feelings of "us vs. them" between the City government and the residents of Ashland, between elected officials and staff and between departments and agencies.

· Increase awareness, interest and participation of City employees in the goals and activities of the City.

· Build organizational pride among employees and positive identification with the City government as a whole.

Strategies and Actions

Strategies

· Expand our communication research program, using both quantitative and qualitative research methods to measure attitudes and opinions.

· Continue to employ a multi-media and multi-level communication approach and monitor and fine-tune the existing communication tools and seek additional tools. What worked in the past may have outlived its usefulness and need to be abandoned and replaced with something else. Some people absorb information audibly and others absorb information visually. Be sure that the communication tools are diverse in order to reach various segments of the targeted audiences.

· Use interactive communication tools and techniques wherever and whenever possible to involve target audiences in the communication process and increase their commitment to the idea of community problem solving.

Actions

· Market Research
Develop a list and solicit proposals of market research firms skilled at conducting both attitudinal surveys as well as focus groups. The method of implementation should include a diverse set of tools rather than just one form (random telephone surveys) as in years past. The implementation must reach a broad spectrum of Ashland citizens so that the results accurately reflect the demographic make-up of the community.

· Communication Audit
Conduct a communication audit in the next three years. It is useful to review the tools we have in place and our overall communication efforts in order to determine what more we could we be doing. Use an outside firm to conduct a communication audit of the City's outreach tools to determine what is missing, tools that may be outdated and tools that need to be added.

· Communications Training
Communication counseling and training for City officials and staff is a major ongoing function. This tactic includes communication counseling/training with the Mayor, Council Members, City Administrator and Department Heads as well as mid-managers and members of City commissions, committees and boards. We all think we do a good job of communicating, but without the benefit of others telling us their perception of how well we communicate we may never improve. Research firms that specialize in communication training for public entities and arrange for training to be conducted for Ashland officials and staff -- possibly in conjunction with the Rogue Valley Public Service Academy (RVPSA).

Communication Mediums

External

· City Source
Description: Monthly, 11x17 bi-fold publication in four colors. Generally the newsletter includes four stories, space for a graphic such as a map or graph and upcoming meetings. The Source provides information about "in the news" issues related to City business. Recent issues have included information on the Proposed Tree Protection and Preservation Ordinance, Capital Improvement Projects, Budget Process, Electric Rates, Conservation Programs etc.

Objective: To provide information on specific City issues to all Ashland residents particularly to residents that are not actively engaged in City government.

Strengths: Quick and easy to read, flexible and attractive format.

Weaknesses: Timeliness is limited to a four-week advance deadline.

Audience: All Ashland households (approximately 9,500).

· Utility Bill Insert
Description: Monthly 8.4 x 14 quarter-fold with one panel in two colors. The insert, included in utility bills, is designed primarily to give city and community tips, dates, activities e.g. boy scout Christmas tree pick-up, Halloween parade, energy saving tips, Red Cross blood drives, Arbor Week, Earth Day etc.

Objective: To inform the community of activities and programs of interest to the community. Not limited to just City of Ashland information.

Strengths: No postage required, flexible format.

Weaknesses: Requires four weeks or more lead-time. Mailed only to utility accounts. (Nine bill cycles are mailed over a period of four weeks.)

Audience: All Ashland utility accounts.

· Budget in Brief

Description: 5.5 x 8.5 eight-page booklet in two colors.

Objective: To provide basic information about the current fiscal year budget. Includes pages called "Where the money comes from" and "Where the money goes". Mailed every July.

Strengths: Easy to read simple layout "not overwhelming".

Weaknesses: Attempts to simplify a very complex subject.

Audience: Mailed to all Ashland households.

· Water Quality Report (H2O)

Description: 5.5 x 8 eight-page booklet in one color mailed each June to every Ashland household. Meets the EPA requirement of providing a Consumer Confidence Report (CCR) on the quality of Ashland's drinking water.

Objective: To exceed the EPA requirements and raise community's awareness of water as a precious resource, water conservation, water related capital project, Ashland's water system and more.

Strengths: The CCR provides an opportunity to provide additional information about water.

Weaknesses: None.

Audience: Mailed to all Ashland households.

· Web Page

Description: Comprehensive web site that is designed to enable staff to post information from any desktop computer. The site contains news items, department listings, calendar of City meetings and events, agendas and minutes for all Commissions, Committees and Council. It offers easy access to City programs, services, documents and more. Viewers can request that news items agendas, calendar postings etc. be automatically e-mailed when posted.

Objective: To provide "one-stop" access to City information via the World Wide Web. Cross reference information so that it is accessible from a variety of entry points.

Strengths: Extremely flexible and easy to read with a powerful search tool. Easy to keep current and to add or delete information.

Weaknesses: Unable to provide on-line services such as permits, licenses etc. This will occur once the City has a web interface with our accounting software Eden and our GIS system. Is only available to citizens with Internet access.

Audience: Anyone with access to the Internet.

· Web Page Survey Tool

Description: This is the newest feature on the City's web page. Simple surveys or questionnaires can be posted from the backend. Persons who have completed the survey can view results. Participation is limited to one entry per computer.

Objective: To provide citizen's with a means of commenting and providing input on City issues from their desktop.

Strengths: Extremely flexible.

Weaknesses: Only available to citizens with Internet access.

Audience: Anyone with access to the Internet.

· Citizen Survey

Description: A community attitude and opinion survey is conducted every two years. A total of 400 interviews are conducted via phone. The sample size ensures a 95% confidence level with a margin of error not greater than + 5%. This means that if the survey were replicated using the same methodology, 95 times out of 100 the same percentages would emerge within a rage of + 5%.

Objective: The overall objective of the research is to measure change in the community's attitudes and opinions.

Strengths: Relatively quick and simple. Provides quantitative data.

Weaknesses: Many households have caller ID features on their phones and will not answer the phone if the number is not one they recognize. Consequently numerous calls must be made before attaining the target sample of 400. There is a concern that the survey does not accurately reflect the age demographics of the community. Does not provide qualitative data.

Audience: City Council and City staff.

· RVTV

Description: Public access television. Live broadcasts of all City Council, Planning Commission and Park Commission meetings. Broadcasts are replayed twice per week until the next meeting. Town Hall, a live call-in television show, is broadcast live once per month (4th Tuesday) and replayed periodically until the next live show. RVTV also posts information slides on channel 31.

Objective: Use public access television to provide information about City issues to the community.

Strengths: Reliable and knowledgeable staff, who are always willing to help and to improve coverage.

Weaknesses: Program scheduling is confusing. Difficult to determine what time City programs will air. Television viewers tend to "surf" channels and land on the public access channels by chance.

Audience: Rogue Valley Cable Television customers.

· Brochures

Description: A variety of brochures are created in-house, including Conservation, Electric Rates, Sample Utility Bill, ADA Services, Adopt-a-Street and more. These are placed in display racks at City Hall and at the Civic Center. They are mailed in response to inquiries and used as a resource by front-line staff.

Objective: To provide brief easy-to-understand information about City services and programs.

Strengths: Inexpensive, simple, easy to create.

Weaknesses: Limited distribution.

Audience: Ashland residents.

· Assorted Printed Materials

Description: Flyers, door hangers, postcards, maps, etc. are created as needed to provide information about City program and issues. During the drought, a variety of materials about water curtailment and conservation was created and distributed to restaurants and hotels.

Objective: Support other communication mediums with printed materials for targeted audiences.

Strengths: Provides specific information designed to targeted audience. E.g., door hangers for hotels to hang on bathroom doors asking guests to re-use towels to help reduce laundry thereby conserving water. Tent cards for restaurants alerting customers that water is served on request.

Weaknesses: Limited materials can be made in-house; most materials must be printed professionally.

Audience: Various targeted audiences depending on the message.

· Videos

Description: RVTV produces three to four educational/informational videos each year for the City. Recent videos include, Conservation, Siskiyou Boulevard, Welcome to Ashland, AFN etc. The videos run prior to or immediately following an RVTV City of Ashland broadcast. They are also available free of charge for citizens to borrow through the City Recorder's office and the Ashland Public Library.

Objective: Provide visual and audio information on City issues and projects.

Strengths: Very effective communication tool. Professional and informative.

Weaknesses: Very limited audience/distribution. Requires a lot of staff time/coordination but is seen by very few people. (Staff is looking into the possibility of streaming the videos on the City's web site and expanding distribution.)

Audience: Citizens of Ashland.

· News Releases

Descriptions: A prepared news or publicity item about City of Ashland business. News releases should be timely and relevant and contain the facts of the information. The release should include basic information: who, what, where, when, why and how.

Objectives: To provide the local media timely, accurate, and useful news about the City of Ashland. Releases are faxed to the local media.

Strengths: Easy to write and distribute.

Weakness: Not always "picked-up" and used by the media.

Audience: Local media.

· Advertisements:

Description: The City occasionally places paid advertisements in local newspapers.

Objective: To call attention to City programs and upcoming public meetings.

Strengths: Easy to read, City logo catches readers attention. Ads are recognizable as City of Ashland.

Weaknesses: Expensive, short shelf life. Competes with many other ads in a variety of size and design.

Audience: Ashland residents.

· Public Meetings

Description: In addition to the regularly scheduled Council and assorted Committees and Commission meetings, which are always open for public comment, other public meetings targeted towards specific issues are also held as needed; Strawberry Lane, Helman Street, Railroad District, Siskiyou Boulevard etc.

Objective: To present the community with an opportunity to express opinions and give input on specific City issues.

Strengths: Attendees hear the opinions of others and have a greater appreciation for the issue as a whole beyond their own personnel opinions.

Weaknesses: Often attracts the same people again and again.

Audience: Either broad base citizenry, or specific targeted group.

Internal

· Employee Newsletter

Description: 8 x 14 single sheet full color newsletter distributed to all employees each month. The newsletter includes information on benefits, computer tips, new and retiring employees and more.

Objective: Keep employees informed about issues that affect them directly including benefit changes, computer training opportunities, new employees, etc.

Strengths: Simple, easy to produce inexpensive.

Weaknesses: Can be time sensitive.

Audience: All City employees.

· All Users E-mail

Description: Each City employee receives E-mail directed to "all users". E-mails include news releases, Council agendas, minutes, training opportunities etc.

Objective: Ensure that employees hear news from the organization before reading it in the papers or hearing it "on the street".

Strengths: Quick and timely information.

Weaknesses: Not all employees check their e-mail on a regular basis.

Audience: Employees

· Department Head Meeting

Description: Directors of the various departments gather each week to review up-coming Council meetings, action items and to keep each other informed of issues in their own departments. The meetings provide an opportunity for department heads to keep abreast of what is happening in all departments not just their own.

Objective: Ensure that all departments are familiar with broad issues related to City business.

Strengths: Regular face-to-face contact between department heads.

Weaknesses: None.

Audience: Department Heads

· Department Meetings

Descriptions: Each department meets regularly to exchange information and to update each other on issues and activities within the department and other departments.

Objective: Share information with all department employees about department business and citywide business.

Strengths: Provides an opportunity for employees to "catch-up" and "check-in" with each other.

Weaknesses: Because of busy schedules and conflicting meetings, department meetings are not always held on a regular basis.

Audience: Employees.

· Paychecks Stuffers

Description: Occasionally information such as the United Way Campaign, changes in benefits etc, is included with employee paychecks.

Objective: Alert employees to changes in benefits, opportunities etc.

Strength: Easy to reach all employees.

Weakness: Often the material is not read.

Audience: Employees

· Employee Advisory Committee

Description: A representative of each of the five unions, of confidential employees, of mid-managers and of managers meet periodically to discuss employee relations and areas of potential improvement.

Strength: All segments of employees are represented allowing an opportunity for all "voices" to heard.

Weakness: Does not meet regularly. Issues and solutions can add to already heavy workloads.

Audience: Employees

· Mid-Manager Meetings

Description: Twice per year, mid-level managers meet to review city business, discuss upcoming projects, challenges etc.

Strength: Presents the opportunity to share information face-to-face and to establish and maintain bonds between departments.

Weaknesses: Meetings can be rushed and due to the size of the group can be somewhat daunting.

Audience: Mid-level managers.

· Employee Communication Guide

Description: Award-wining comprehensive handbook for all employees which includes information on the use of City graphics, city templates, working with the media, citizen participation, conducting meetings and more.

Strength: Easy to read, easy to reference.

Weaknesses: None

Audience: Primarily, managers and support staff.

Communication

Areas of Focus
2002-2003

Council goals, the work of various departments and unexpected projects and issues dictate communication efforts and communication priorities of the staff. Some things may only require printed materials, others will require collaborative work with specific audiences and stakeholders. The following is a partial list of items that will likely require a communication plan unique to that project in the upcoming fiscal year. All will involve an integrated approach and the use of many of the existing communication tools.

• Construction of Siskiyou Boulevard/North Main.
• Materials related to economic development.
• Pedestrian and traffic safety.
• Possible electric rate increase.
• City Art policy and program.
• Conservation programs.

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