1. EXECUTIVE SUMMARY Plan Purpose: To guide The City of Findlay s communications organization and execution To integrate and coordinate communications amongst all City departments and divisions and community organizations Note: This plan is not meant to dictate project communications plans for specific City departments, services or programs Objectives & Outcomes: To fulfill the City of Findlay s goal for citizen involvement, specifically to develop and implement a communications strategy To cultivate and encourage public participation in City government To create a coordinated communications process that ensures efficient, effective, responsive and consistent City communications with Findlay citizens and all of the City s targeted audiences To position the City of Findlay communication channels and tools as the most accurate source for City government information To leverage every communication opportunity with citizens in order to build and improve our community Assessment of Previous City Activities Lack of communications planning, process and structure Lack of coordinated communications initiative with internal employees, as well as community partners Lack of knowledge about the City s vision, goals and strategic plan Limited budget and personnel to handle large volume of communications needs Lack of understanding of how to connect with city government Lack of appreciation for the value of city services Lack of awareness of communications importance to governing, staff and citizens City Process & Structure Overview: Follow a consistent process for preparing public communications Utilize expertise and improve coordination among designated public information officers Coach other City employees that process public information for their departments or division to improve communications effectiveness Continue to support communitywide communications coordination groups Assign communications about sensitive and controversial issues to communications liaison Page 1 of 28
Improve employee education about public records law compliance Strategic Projects Continue using current communications channels and tools Add additional communications channels and tools: o Printed newsletter mailed directly to City of Findlay residents o Annual printed progress and financial report for residents o City department open house events o Billboard public service announcements Reengineer the City s website to be more user-friendly and service oriented Use free online tools to foster a group of well-informed City ambassadors Strategic Key Messages Overview: This is an overview of the strategic key messages that are outlines in more detail in this plan: Teach residents how to connect with city government The City of Findlay has a vision and strategic plan for Findlay Demonstrate the value of City Services Build community ownership Communicating complex or controversial issues The most accurate source for City information is the City of Findlay s communications channels Public participation is important to the City of Findlay s decision making process Page 2 of 28
2. Recommendations a. Plan: Adopt, implement and maintain a strategic communications plan that executes the City s vision, goals and strategic plan. b. Structure & Process: Develop and organize a communications structure and process that coordinates and communicates consistently throughout the organization. c. Key Messages: Approve a set of key strategic messages and use them repeatedly over the next two years d. Communication Channels & Tools: Develop multiple methods to disseminate City information to the wide variety of target audiences e. Measurement: Develop methods to track the following key communications effectiveness metrics: i. Increased awareness of the City s vision, goals, strategic plan and related actions ii. Improved coordination among City departments and divisions iii. Increased citizen involvement and public participation in City Government Page 3 of 28
PLAN 3. CITY COMMUNICATIONS PROCESS & STRUCTURE a. Need for City Process & Structure In 2013, the City Administration developed a Strategic Plan with several objectives and initiatives for 2013. One of those goals emphasizes citizen involvement by improving our internal and external communication process. This plan is designed to provide multiple opportunities for residents to connect with the City of Findlay government and to improve the City s communications efforts internally, among City departments, divisions and employees, and externally, with Findlay residents, community organizations and local media representatives. Improvement begins with an efficient, consistent process. The City s communications process should rely on the Administration and public information officers (PIO). Table 1 identifies those staff positions. City departments and divisions without designated PIOs should designate a representative to coordinate communications for that department or division. That representative will be coached by a communications liaison and other public information officers to provide relevant information in a consistent manner to appropriate target audiences using the most effective communications channel and/or tool. This coaching will take place through a new internal communications coordinators group outlined in the Need for City Coordination section of this plan. The following table (1) and diagrams (2&3) demonstrate how specific City staff positions will divide communications responsibilities and disseminate City information. Page 4 of 28
Table 1- City Positions, Responsibilities & Audiences Matrix City Department Position Responsibilities Key Target Audiences Mayor s Office Liaison (To be filled) Strategic Findlay residents Planning & Counseling Findlay City Council Internal & External City employees News Media Media Relations Community Partner Community Outreach Organizations Employee City Board & Commission Event Planning & Members Coordination City PIOs Flood Recovery Community Coalition Online State Partner Organizations City of Findlay City Council Council Clerk Legislative Findlay City Council Fire Department Fire Chief Internal & External Media Relations Member of City PIO group Member of Public Records Custodians Group Police Department Public Information Officer Internal & External Media Relations Member of City PIO group Recreation Recreation Supervisor Internal & External Marketing and Research Community Outreach Development and Planning Customer Service Event Planning & Coordination Online Member of City PIO group Page 5 of 28 Findlay Residents Findlay City Council Findlay Residents Findlay City Council Findlay residents Findlay City Council News Media City Board & Commission Members Parks & Recreation Employees Community Partner Organizations Potential Funders
Health Department Public Works Public Works Superintendent Internal & External Media Relations Regulatory Member of City PIO group Water Superintendent Internal & External Media Relations Regulatory Member of City PIO group Sewer Superintendent Internal & External Media Relations Regulatory Other City Departments & Divisions Coordinators and/or Public Records Custodians Member of City PIO group Internal & External Members of Coordinators Group Members of Public Records Custodians Group Findlay residents Findlay City Council State Partner Organizations Findlay residents State Partner Organizations Findlay City Council Industrial Customers Findlay residents State Partner Organizations Findlay City Council Industrial Customers Findlay residents Findlay City Council City Employees News Media City Board & Commission Members Page 6 of 28
B. Need for City Coordination In order to improve the overall effectiveness of city communications, this plan outlines strategies to integrate and coordinate City communications among multiple internal departments and external community organizations. After all, the City of Findlay is made up of 42,000 individuals who identify with or belong to dozens of neighborhoods, organizations, businesses and other special interest groups. Collectively, these individuals and groups define the community in which we live. City communications should foster this sense of community and cultivate well-informed citizens. To that end, the Administration has formed three internal and two external groups focused on coordinating and improving communications within city government and throughout the community. The internal communications groups were formed to facilitate an organizational environment that encourages interdepartmental cooperation and collaboration. The external communications groups were formed to build strong partnerships that enhance each other s missions and improve community collaboration. Three Internal City Coordination Groups: 1. City PIOs- 7 of # City Departments and divisions employ designated public information officers (PIOs). This group meets monthly. City departments represented in this group include: 1. Mayor s Office 2. Fire Department 3. Police Department 4. Recreation 5. Public Works 6. Water 7. Sewer 2. City Coordinators- For City departments and divisions that do not employ a public information officer, a department communications coordinator has been designated to assist in communications coordination. The group will meet monthly or every other month. Those departments/divisions represented in this group include: 1. Zoning Officer 2. Neighborhood Enhancement & Abatement Team 3. Engineering Page 7 of 28
4. City Clerk s Office 5. Computer Services 6. City Income Tax Office 3. Public Records Custodians- These are the City employees responsible for tracking and fulfilling public records requests for their department or division. In most cases, this group overlaps with the City PIOs and the City Coordinators. The group will meet every four to six months. Page 8 of 28
Diagram 4 Internal City Coordination Groups Brief Group Definitions: City Public Information Officers (PIOs) City PIOs 7 City departments employ designated PIOs Coordinators- Department/division representatives that assist with City Liaison- Mayor s Office position; Leads each group Liaison Group Coordination Opportunities: City Coordinators City Public Records Custodians Joint Projects Branding Initiatives Consistent Messaging Content for City Channels & Tools Media Relations City Events Page 9 of 28
Two External Coordination Groups: 1) Community Coalition (C3): This group is made up of professional communicators representing a cross section of community agencies and services from within the City of Findlay and Hancock County. The purpose is: To serve as a marketing and communications resource for the membership agencies To receive and circulate regular updates from/to each member organization To provide a forum for programming that will strengthen collective skills, knowledge and outreach for messaging and information shared between members and within the represented organizations Group Description & Membership: C3 is a community-oriented organization. It is not to serve as a marketing and communications service for outside interests to exploit for narrowly-defined messages and audiences. Membership is limited to public relations professionals, marketing communications professionals and public information officers that work for community organizations in the City of Findlay and Hancock County area. This group meets twice a month. Members include representatives from the following organizations: (Outline groups) 2) Core Team- This informal team of marketing communications professionals from five key community organizations work together to coordinate large community announcements and communications projects. This group meets as needed. Members include representatives from the following organizations: The Alliance Findlay/Hancock County Arts Partnership Downtown Findlay Hancock County Government City of Findlay Government Page 10 of 28
Diagram 5- External Coordination Groups: Brief Group Definitions: City Liason C3: Community Coalition Core Team C3: professional communicators representing a cross section of community agencies and services from within Findlay and Hancock County. Core Teaminformal team of marketing communications professionals from five key community organizations working together to coordinate large community announcements and communications projects Liaison- City Administration position; Leads each group Group Coordination Opportunities: Information Sharing & Community Dissemination Joint Community Announcements Dispel Misinformation Feedback on City Effectiveness Page 11 of 28
C. Coordination of Sensitive and Controversial Issues Now that a city communications process and structure has been established, the City can improve the way it manages sensitive and controversial issues. These types of issues usually include information from multiple City departments and subject matter experts and, in some cases, multiple external organizations. Managing these issues requires a comprehensive strategic approach with one designated spokesperson. The appropriate department director, the Safety-Service Director, the Mayor and the communications liaison must be informed immediately of media inquires that relate to sensitive or controversial issues, and must be made aware immediately of potentially sensitive issues when it is anticipated that those issues may reach the media or general public. The Mayor will communicate directly with the communications liaison, the appropriate department director and other city officials as necessary, to develop strategies for each issue and determine an appropriate spokesperson. Examples of sensitive or controversial issues include, but are not limited to, performance evaluations related to any city employee; legal claims or lawsuits filed against the City of Findlay; negotiations related to union or association bargaining units; negotiations related to economic development or redevelopment; court appearances by any city employee, member of the City Council, or spouses or other family member of either; and hiring, disciplinary or termination processes related to any city employee. D. Coordination of Public Records Requests All public records created, maintained, kept by or in the possession of the City of Findlay shall be open to the public as provided by Ohio Open Records Law. Exceptions include works in progress that have not been publicly distributed, matters involving pending litigation, issues that are subject to ongoing negotiation and confidential personnel-related manners. The City Law Director s Office and the communications liaison will periodically present training sessions to City employees on how to comply with the law and the City s policy. The communications liaison will host meetings with all department public records custodians every four to six months to refresh employees on fulfillment procedures and to coordinate the tracking of public records requests made of the City of Findlay. The communications liaison will produce an annual tracking report listing the types of requests fulfilled, the staff time spent on these requests and the fees charged for these requests. Of course, this report will be made available to the City of Findlay Council and the public. Page 12 of 28
4. CITY COMMUNICATIONS CHANNELS & TOOLS Category Newsletters Newsletters The City of Findlay s public information officers and communications coordination staff use several communication channels and tools to provide information for the City s target audiences. The following list is an overview of those channels and tools currently used as well as additional channels and tools that will be added in 2013 and 2014. See the strategic communications projects in the next section for more details. Printed Materials Online Online City Channel/Tool Resident E-Newsletter- The electronic newsletter is emailed to subscribers on the second and fourth Wednesdays of the month. All the e-newsletters are archived and linked on the City s website Employee Newsletter- This weekly newsletter is posted on the City s website and the link is sent to all City Council Members and employees via email Parks & Recreation PLAY! Guide- This quarterly catalog is produced by the Parks & Recreation Department and mailed to every household on a quarterly basis Twitter Account- Currently, the Mayor s office post daily messages on Twitter. The Mayor s Office account is open to all followers. City Website News Announcements- All City media releases are posted on the City s homepage. Frequency Monthly Weekly Quarterly Daily Daily Key Target Audience City of Findlay Residents City Council Members & City Employees City of Findlay Residents City of Findlay Residents and News Media City of Findlay Residents Page 13 of 28
Media Announcements Media Announcements City Events Media Releases- All City departments prepare and send announcements to local and regional news media on a daily basis. These releases are also posted on the City s home page. News Conferences/Media Briefings- Some City departments host news conferences and media briefings to highlight major announcements or to clarify complicated programs. These events are held as needed. Public Participation Process Open Houses- These events are hosted by various City departments to gather input, feedback and comments from Findlay residents. This feedback is analyzed and used to create or improve City programs or initiatives. Daily Daily As Needed City of Findlay Residents City of Findlay Residents & News Media City of Findlay Residents. Page 14 of 28
5. STRATEGIC COMMUNICATIONS PROJECTS & BUDGET A. New City Printed Materials To provide information directly to citizens, through printed, direct mail communications materials, and to cultivate their participation in City government 1. Resident Printed Newsletter- The newsletter should be designed to keep postage costs low, while maintaining strong readership. The newsletter will be included with the utility bill mailed to every Findlay Utilities customer, except the month that the annual report is released (11 printed annually). i. Estimated Cost for One Year: 2. Annual Printed Progress & Financial Report- Develop an annual publication that: i. Outlines the City s vision, goals and strategic plan ii. Reviews the City s budget and financial strength iii. Provides an update on the City s Flood Mitigation Efforts iv. Highlights the work and service of individual City employees v. Features progress reports from each City department and division A portion of the report will be printed and mailed to every Findlay household. The entire report will be posted on the City s website. Estimated Cost for One Year: B. Consistency in City To create reference materials that support a coordinated communications process that ensures efficient, effective, responsive and consistent City communications. 1. City Style Guide - This document will outline the proper usage of the City s logo and colors, and provides templates for City letterhead, business cards, memorandums, media releases, email signatures, Powerpoint presentations, etc i. Estimated Cost: 2. Media Relations Employee Handbook This handbook will be a quick reference guide to help employees as they work with the media. i. Estimated Cost: None (prepared by the communications liaison) 3. Emergency Plan The Police and Fire Departments public information officers are creating a plan to clarify and coordinate communications during any emergency situation using the City s current communication staff. i. Estimated Cost: None (prepared by City PIOs) Page 15 of 28
C. Website Reengineering Project To reengineer the City s website, www.findlayohio.com, to create a more user friendly, serviceoriented source for public information, using the? platform and new interactive web technologies, Project planning steps include: 1. Form Website Reengineering Oversight Team to oversee the project, direct and coordinate with the vendor, gather input from various stakeholder groups and help implement the project plan. 2. Host a Community Photo Contest to build awareness about the project and incorporate citizens photos into the website. 3. Create a Content Migration Plan to migrate the most relevant content from the old website to the new website. D. Online Community Building Project To connect the Findlay community to City information through multiple online media channels by providing compelling content, nurturing two-way communication, encouraging participation and providing a sense of belonging to our city. The purpose is to create a group of well-informed city ambassadors. 1. Electronic Newsletter Continue to provide an e-newsletter to subscribers once a month 2. Word of Mouth Marketing Plan Formulate a plan that relies on multiple online media channels, including: i. Twitter Account (daily messages) ii. Blog (weekly posts) iii. Facebook Page (as needed) iv. YouTube Create an online video channel to host City Council meetings and other videos. 3. Social Media Guidelines Create a standard operation procedures document that outlines the proper use of social media for City public information officers. i. Estimated Cost: None (prepared by communications liaison and PIOs) 4. Electronically Index City Council Meeting Recordings- Secure technology that will index City Council meeting recordings and link each portion of the meeting to specific agenda items for easier online viewing. This will help residents search for and view the portions of the meetings in which they are most interested. i. Estimated Cost: E. Employee & Training City employees are the key to leveraging and improving every communications opportunity with citizens. 1. Media Relations Training Course for Employees Teach employees how to prepare for and conduct interviews with reporters. i. Estimated Cost: None (if training is provided by Liaison as planned) 2. Public Records Request Training Course for Employees Teach employees how to comply with Ohio s Public Records Law and the City s procedures for fulfilling these types of requests. Provide educational materials and a uniform tracking system. i. Estimated Cost: None (if training is provided by Liaison as planned) Page 16 of 28
F. New City Events To provide information directly to residents through one-on-one interactions at events held in City facilities 1. City Department Open House Events Host three open house events at specific City facilities to expose citizens to City services and to show how tax dollars are spent. i. Estimated Cost for One Year: $500/event or $1500/year (for refreshments, signage and promotion) G. Expand City Channels & Tools To provide additional methods for residents to be exposed to City information 1. Outdoor signage- Prepare billboard public service announcements for random placement throughout the city. Billboard schedules are seldom sold out. Random sign placement will be provided at a negotiated rate. i. Note: Billboards should be used to reinforce single ideas that require repetition. These messages can also be adapted as small space fillers for the local newspaper. ii. Message Example: Let the City Council know your thinking. Call XXX-XXX-XXXX. iii. Estimated Cost: $500/design H. Future Projects to Consider 1. Public Access/Cable Franchise Plan for Improvement 2. Create a Citizens Academy to help residents learn more about city government 3. Document Community Outreach/Public Participation Process Standard Operating Procedures 4. Flood Recovery Best Practices Lessons Learned Report to help other cities benefit from our experience Page 17 of 28
6. STRATEGIC KEY MESSAGES The key messages and strategies set forth in this section of the strategic communications plan are based on results of focused conversation sessions with key stakeholder groups, assessment of previous communications efforts and the results of local and national communications effectiveness research and trends. A. The Most Accurate Source for City Information is the City of Findlay Target Audiences: Findlay Residents, Findlay City Council, City Employees, Community Partner Organizations, News media Overview: As local and regional media organizations downsize staff and reduce resources, the quality of the information they provide to the public is not as broad as in the past. The City must fill that gap by becoming the best source for the most accurate information about City services, programs and issues. To become that trusted source, the information must be truthful, honest and as transparent as possible. The City must combat rumors, build trust and commit to communicating directly with residents. The City can t rely on the media to deliver the message accurately. Citizens expect a transparent government and the City of Findlay needs to deliver on that expectation. Key Messages: The City s printed publications, e-newsletter, website and social media activities are some of the many ways to receive accurate, up to date information. The City is committed to providing relevant information to the public, as often as needed, based on the City s style guide recommendations. The City s message must be consistent. B. Teach Residents How to Connect with City Government Target Audiences: City of Findlay Residents, Community Partner Organizations, News Media Page 18 of 28
Overview: The City of Findlay is a Mayor-Council form of government. It is clear that residents can sometimes become confused about how this particular form of government works, the roles and responsibilities of the Mayor versus the City Council, how to participate and how to access its services. For clarification, the Mayor is responsible for preparing the budget, directing day to day operations, hiring and firing personnel and carrying out the policies they establish and holds Veto power. City Council sets policy and approves the budget. Key Messages: City Council members are responsible for approving the budget and setting public policy The Mayor is responsible for day to day operations of the City and carries out policies established by the City Council City offers multiple ways to provide input and learn more about its services, projects and initiatives (everything from one on one meetings to social media channels) C. The City has a Vision & Strategic Plan for Findlay, Ohio Target Audiences: Findlay Residents, Findlay City Council, City Employees, Community Partner Organizations, State Partner Organizations, News Media Overview: The City needs to clearly demonstrate that the Administration has a vision and a strategic plan, how staff is implementing that vision and plan and how that vision and plan will benefit every Findlay resident. Key Messages: The City of Findlay s Mission is Enduring stewardship dedicated to service and safety for citizens, promoting Findlay as THE place to work, live and play. 2013 Goal Areas: 1) Maintain Financial Stability 2) Drive & Support Flood Mitigation Process 3) Achieve Excellent Customer Satisfaction 4) Grow Civic Engagement & Communication Page 19 of 28
5) Continue Strong, Innovative Partnerships 6) Achieve Public Service Excellence 7) Enhance Infrastructure including Equipment & Facilities 8) Identify & Deploy Best Practices 9) Improve Employee Satisfaction 10) Maintain Stable HR, Personnel & Workforce Development 11) Promote an Accident Free Workplace D. Demonstrate the Value of City Services Target Audiences: Findlay Residents, City Employees, Community Partner Organizations, News Media Overview: The City needs to demonstrate the value of City services so that residents understand their individual connection and participation in city government. Some residents seem to be reluctant to support local government. They do not see a connection between the services provided by the City and the quality of life within the community. Residents are also not aware of the problems and issues that city government is solving for the community. The City of Findlay communications initiatives must make that connection between services and quality of life and the value of residents property because most of what they do is behind the scenes and beneath the surface. The City should provide proof of performance reminders in all communications activities. City employees do a lot for the citizens of Findlay, but they get little credit for providing quality customer service and completing community improvement projects. By celebrating and promoting City accomplishments, residents will learn and come to appreciate City services and the employees who provide those services. Key Messages: City of Findlay is in the quality of life business its services provide residents with a better quality of life. Every City employee is committed to serving Findlay residents efficiently, effectively and responsively Residents are stakeholders, investors and participants in the City and the services it provides Page 20 of 28
City employees are protecting the investments made by residents Residents have a stake in the quality of services/programs provided by City employees E. Build Community Ownership Target Audiences: Findlay Residents, City Employees, Community Partner Organizations Overview: Every resident and City employee owns the City of Findlay. This community is made up of people who choose to live, work, play and do business in Findlay. The City must take the lead on fostering a sense of belonging and ownership in the community. People want to be a part of something they want to feel included and important. When residents feel that they are part of a community, they will interact with the City more often, provide feedback and recommend City services and programs to people they know- especially when they have a significant relationship with the City of Findlay. The key to creating this type of loyalty is to listen to their feedback, appeal to their interests, nurture two way communication and provide open, honest, transparent information. The City will become more relevant and trusted. The City should work to enfranchise the Findlay name. The more this name is used in project titles, building names, community group names, etc., the more we reinforce the Findlay brand. We need to position our city as the place with which people, businesses and other communities want to be associated. City employees are also critical to community-building. They must leverage every communications opportunity to educate and connect with residents. Employees are the front line to providing good customer service experiences and advocating for City issues. To that end, the City s communications techniques should go where residents are- directly to their neighborhoods, their post office mail boxes and their email inboxes. Key Messages: The City of Findlay is a vibrant hometown- a beacon for people and businesses that are invested in building a greater community for the next generation. Page 21 of 28
This is your city and my city, but especially our city. Findlay is making significant progress toward building a better community for our kids and our kids kids. F. Communicating Complex or Controversial Issues Target Audiences: Findlay Residents, City Employees, Community Partner Organizations Overview: The complexity of city government is not easily understood by taxpayers. That s why this initiative is so important. Many cities struggle to communicate complex issues. City communications staff needs to simplify and share as much information with the public as possible, without relying on the media to do so. The best way to communicate complex issues is to answer the questions: What s in it for me? Use simple, easy to understand language. Use facts and data to explain the issue. Use the familiar to explain the unfamiliar, by drawing on relevant analogies in which the average resident can identify. Be sure to provide short-term, mid-term and long-term benefits. Key Messages: Relevancy Write content that is relevant to the specific target audience. Use language, fact and analogies that will help them understand your message. Frequency You can never communicate too much. Repeat the message in multiple ways via all the City s communications channels and tools. Frequency increases the chance that each member of the audience will see or read the message. Consistency Every communications vehicle should reflect the sender in format or shape. Use the City logo, font and other style guide elements consistently so that the receiver knows the sender s identity at first glance G. Public Participation is Important to Decision-Making Process Target Audiences: Findlay Residents, City Employees, Community Partner Organizations, News Media Page 22 of 28
Overview: The City of Findlay must involve the public early in decision impacting the community. Public participation has been proven to be an effective method for actively involving and informing residents, by giving them the information and ability to participate in major decisions. The process gives city council members and employees the opportunity to listen and respond to public feedback and identify and address specific issues and concerns. The public participation process also increases community support for solutions that elected officials must make. In addition, the process produces knowledgeable residents who better understand government and will get more involved in the future. Outline of the Public Participation Process: 1. Open House 1 Communicate the problem & process a. Develop problem statement b. Identify impact of not addressing problem c. Develop communications chronology and history of problem d. Solicit suggestions for changes in the process e. Request options to be evaluated f. Develop clear evaluation criteria, including advantages and disadvantages g. Request feedback on evaluation criteria 2. Open House 2- Communicate the options a. Reaffirm problem statement and process b. Solicit suggestions for changes in process c. Communicate options generated from process d. Request feedback on additional options, evaluation criteria and evaluation e. Maintain communications chronology 3. Open House 3 Communicate the selected options a. Communicate selected option b. Communicate basis for selection c. Respond specifically to suggested options and evaluation criteria d. Provide balanced evaluation including disadvantages of option e. Reaffirm problem statement, process and options f. Maintain communications chronology Page 23 of 28
g. Identify next steps for implementation and future opportunities for public involvement 4. Final recommendations to Findlay City Council for consideration Key Messages: Residents interest and input on issues is important to City Council Residents have the power to influence the City s decision-making process Public participation is a priority for the City of Findlay Page 24 of 28
MEASUREMENT Measure, Monitor & Evaluate Effectiveness The most effective strategic plans are plans that include methods for measuring effectiveness and tracking progress. This Strategic Plan will be assessed every six months over the next two years to measure the following three key communications effectiveness metrics: Increased awareness of the City s vision, goals, strategic plan and related actions Improved coordination among City departments and divisions Increased citizen involvement and public participation in City government The communications liaison may track any of the following City communications activities and key performance indicators for this measurement. CATEGORY COMMUNICATIONS TOOL/FREQUENCY Newsletters Electronic Newsletter Distributed Once a Month Newsletters Newsletters & Employee Printed Newsletter- Distributed Monthly Employee Newsletter Distributed Weekly Printed Materials Annual Progress Report Distributed once a year KEY PERFORMANCE INDICATORS E-newsletter Subscribers E-Newsletter Views E-Newsletter Click- Throughs E-Newsletter Open Rates Number of Printed Newsletters Distributed Response to Newsletter Content (to be defined in project planning) Website Analytics Page Views Website Analytics Page Downloads Survey City Employees Number of Printed Newsletters Distributed KEY TARGET AUDIENCE Findlay Residents Findlay Residents City Council Members & City Employees Findlay Residents Page 25 of 28
Employee News Media Announcements Training Sessions Media Releases, News Conferences, & Media Briefings Distributed and held as needed Response to Progress Report Content (To be defined in project planning) Attendance at Employee Training Sessions Assess media coverage that includes interviews with City employees Survey City Employees Media Releases Produced Media Coverage in Newspapers Media Coverage on Television Stations Media Coverage on Media Organizations Websites News Conferences & Media Events Held Attendance at News Conferences & Media Briefings Public Records Law Compliance Public Records Requests Public Records Requests Number of Requests Public Records Requests Staff Time Public Records Requests Number of Pages Provided Broadcast (Video) City Council Meeting Recordings- Broadcast and posted online biweekly Public Records Requests- Fees Charged Website Analytics Video Downloads Note: Ask cable provider City Employees News Media & Findlay Residents News Media & Findlay Residents Findlay Residents & Time Warner Cable Subscribers Page 26 of 28
for metrics information Online City Website Announcements Posted Daily Website Analytics Page Views Website Analytics Unique Visitors Website Analytics Page Clicks Online City Website Reengineering Website Analytics- Page Project 6 month project Views Website Analytics Unique Visitors Website Analytics Page Clicks Online Community Building Project Twitter Followers Using online/social media tools Twitter Retweets Blog Views Facebook Fans YouTube Views City Events Open Houses & Public Attendance at City Open Participation Events As needed House Events Response to City Events Surveys 2013 Citizen Satisfaction Survey Citizens impressions of communications effectiveness, City services, quality of life issues, direction the City is headed, perceived value of services for taxes paid, etc. Surveys City Employee Surveys Employees impressions of communications effectiveness, understanding of City s Findlay Residents Findlay Residents & Businesses, Visitors, City Employees & News Media Findlay Residents Findlay Residents Findlay Residents City Employees Page 27 of 28
Page 28 of 28 vision and plans, understanding of City finances and job satisfaction