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HomeMy WebLinkAboutAgenda - 06-30-1999 - 9fORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: June 30, 1999 Action Agenda Item No. q _.~ SUBJECT: Strategic Communications Plan DEPARTMENT: County Manager PUBLIC HEARING: (Y/N) No ATTACHMENT(S): INFORMATION CONTACT: 6/23/99 Memo from Commissioners Commissioners Alice Gordon and Barry Gordon and Jacobs Jacobs Proposed Strategic Communications Plan TELEPHONE NUMBERS: Hillsborough 732-8181 Chapel Hill 968-4501 Durham 688-7331 Mebane 336-227-2031 PURPOSE: To consider the proposed Orange County Board of Commissioners' Strategic Communications Plan. BACKGROUND: Earlier this year, staff drafted a Strategic Communications Plan for the Board's consideration. Commissioners Gordon and Jacobs have revised that draft to take into consideration recently adopted Commissioners' goals for 1999-2000 and several important elements that they believe should be included in an effective communications strategy for the County. FINANCIAL IMPACT: Undetermined at this time. RECOMMENDATION(S): The Manager recommends that the Board review the proposed plan and provide appropriate direction to staff. N~~~~~~ TO: Orange County Board of Commissioners County Manager Clerk to the Board Information Specialist and Management Analyst FROM: Alice Gordon and Barry Jacobs RE: -Proposed Orange County Board of Commissioners' Strategic Communications Plan Date: June 23, 1999 Thank you very much to those, particularly Buck Tredway, who expended considerable thought and energy on the proposed Strategic Communications Plan. This is a good first step with which to organize our thinking. As we reviewed the plan, however, we discovered some elements that we believed should be approached differently. In addition, there were key components of the Commissioners' goals, such as those relating to cable television and a citizens' guide to navigating the public process, that were absent because the plan had been formulated prior to the Commissioners' articulating their goals. We therefore revised the plan to take into account both the Commissioners' goals and the elements we believed should be included in an effective communications strategy for Orange County. 2 We present this proposed Strategic Communications Plan for your consideration and discussion. PROPOSED ORANGE COUNTY BOARD OF COMMISSIONERS' STRATEGIC COMMUNICATIONS PLAN The purpose of the Orange County Board of Commissioners' Strategic Communications Plan is to promote more effective communication between and among the Board of County Commissioners (BOCC) and Orange County citizens. Public access to government and freely shared information are cornerstones of the democratic process and thus the plan should simplify access to the Board and to the workings of Orange County government. The plan should also establish guidelines, policies and vehicles for accomplishing the Board's goals for effective communication. OVERVIEW The Strategic Communications Plan seeks to accomplish the following objectives: 0 Enhance communications between the Board and citizens; D Enhance communications between Board members and the rest of County government, including employees; ~ Enhance the ability of Commissioners and citizens to access information; ~ Provide information to the public clearly, concisely, and in a timely, reliable, and helpful manner; ~ Utilize the widest possible variety of communications methods and vehicles at the lowest possible cost; ~ Develop a plan for coordinating information during a crisis; 0 Provide more direct means for the Board to shape the County's message. These objectives will be accomplished by utilizing the following communication elements: cable television, press releases and media relations, direct telephone access, Internet site, Intranet, and other communication devices. In addition, the County will have a communications plan for crisis management. The communications plan will address both ongoing media and public relations issues, as well as proactive strategies for addressing fast-breaking and/or potentially controversial issues in a timely manner. 3 4 As part of the County's Strategic Communications Plan, the staff will develop for Board approval a single, unified style for all County communications efforts to establish the County's "identity" in communication vehicles. There will be a brief style manual for publications and other written materials and a design standard for the County's Web site and other communications methods. Under the general direction of the BOCC, the County's communications efforts will be coordinated through the office of the County Manager and the office of the Clerk to the Board. All communications from Orange County will follow adopted County policy. A. CABLE TELEVISION 1. Televising of County Commissioner Meetings A primary communications goal for the 1999-2000 fiscal year is the televising of County Commissioner meetings. This is to be accomplished via public access cable television, perhaps on a tape- delayed basis. 2. Public Service Announcements and Meeting Information Public service announcements prepared by the County should be made available to run on cable television during the regular viewing week, and in those cases when Board meetings either are delayed or end early. Agendas for upcoming BOCC meetings and monthly meeting calendars should also be provided to the cable television channel for prompt and complete airing. 3. Monthly Cable Program Content for the County's monthly public information show should complement other communication methods used by the County. The content should be coordinated with the Manager and the Chair of the Board of County Commissioners, in order to function as part of a coherent communications strategy. B. PRESS RELEASES AND MEDIA RELATIONS While the descriptions in this section deal specifically with press releases, the general principles articulated can be utilized for other communication methods. 5 1. Tyues of Press Releases Certain types of events and milestones should automatically merit the issuance of a press release by Orange County. Topics that should receive such treatment as standard operating procedure include: a. Events and openings (e.g. Eflanc~-Cheeks Community Park) b. Achievements and awards (e.g. awards for financial reporting) c. Major hirings (e.g. hiring of department heads) d. Health and safety announcemenXs (e.g. outbreaks of rabies or hepatitis) As part of the distribution, these releases will be posted on the County's Web site. Content for other press releases should be coordinated with the Manager, Clerk, and the Chair of the Board of County Commissioners, in order to function as part of a coherent communications strategy. 2. Generating and Crafting Releases a. Interactions between County staff and the media should be coordinated through the Manager's and/or the Clerk's office. The County should discontinue the practice of individual department heads or staff members issuing press releases on behalf of the County, with specified exceptions concerning matters of public health and safety. However, staff members who have ideas for specific releases may give them to the Manager or the Clerk. Press releases on matters dealing with County programs and policies as adopted, revised and/or acted upon by the Board should originate in the Clerk's office (Information Specialist). Press statements on matters dealing with implementation of these programs and policies and/or County operations should originate in the Manager's office (Management Analyst). Commissioners who have ideas for specific press releases may give them to the Chair of the Boazd. As is the case with all press releases, these releases should relate directly to adopted County policy. b. Based on county schedules, and in consultation with the Manager and the Clerk to the board, the two staff members responsible for writing press releases (Management Analyst and 6 Information Specialist) should divide up these assignments and be sure coverage is provided. They should also develop and implement a method for apprising the Manager and Commissioners monthly, in advance, concerning the automatic releases to be issued. c. For events that require more than a simple, straightforward notice, and when there is time, every effort should be made to increase the attractiveness of press releases to members of the news media, as for example, adding a human interest "peg" or "hook" to attract attention. d. The staff should develop and implement methods for addressing fast-breaking and/or potentially controversial public relations issues in a timely manner. If such proactive communications methods are put into place, the County can be in a position to anticipate these situations and respond with an appropriate message quickly and effectively when dealing with matters of a controversial or fast-breaking nature. 3. Strategies for F.xyanded Coverage The Information Specialist and the Management Analyst should develop and implement a plan to obtain expanded media coverage. Any such plan should ensure that at least the following elements are accomplished: a. These two staff members should foster relationships with members of the media who cover Orange County, including phoning them to offer assistance or to ascertain what information might be most helpful. b. The County Commissioners should be notified in advance, when possible, of press briefings involving the Manager or department heads. This would allow the media easy access to decision-makers and might lead to expanded coverage. c. The two staff members should seek additional avenues for coverage. For example, they could ensure that meetings by the Board of Commissioners and County advisory boards are included in the weekly "bulletin boards" published by local newspapers. 7 C. DIRECT TELEPHONE ACCESS 1. Direct Line A direct telephone number will be established that will receive questions, comments, suggestions, requests and complaints from citizens. This number should be located in the office of the Clerk to the Board, and should be answered at all times during regular business hours. The Clerk will develop and implement a procedure for these calls that will include such things as a reasonable but specific response time, a method for keeping Commissioners apprised of the nature of citizens' concerns, how the number will be advertised, and who should answer the telephone. The Clerk should take into account such factors as knowledge of county government, pleasant telephone manner, and whether the person can be helpful when talking with callers who have limited English proficiency. 2. Automated Alternatives The County's automated telephone system should be augmented to include an option that provides direct access to the office for the Clerk to the Board. Further development of County telephone resources should include simplifying public access to post- s PM voice mail for County employees. D. INTERNET SITE 1. Accessibility to County Commissioners Provision of a-mail addresses for Commissioners, and a listing of phone numbers and mailing addresses on the County Web site, combine to make them readily accessible to citizens and others. In addition to photographs, other information about members of the Board, such as brief biographical data, could also be added. 2. Improved Provision of Information Any improvements to the Web site should ensure that at least the following elements are accomplished: a. Current information is provided in a timely manner. There should be a dependable schedule for the appearance on the site of key information (e.g. the monthly calendar of events) and for updating that information (e.g. changes in meeting times and dates). 8 b. The site is dynamic, visually appealing, and engaging. For example, there could be additional photographs that would reveal the character of Orange County or a "crawl" whereby breaking news or updated information might be highlighted. c. The agendas of various County advisory boards are posted prior to their scheduled meetings. d. County departments get individual Web pages posted at a reasonable pace e. Other appropriate additions are made, including a Youth Voices area. 3. Process for Imnrovin~ the Web Site a. Administration of the site's content should be shifted, at least temporarily, from the Information Systems (IS) Department to the Clerk's Office, with IS continuing to provide technical support. This will free the IS staff to concentrate on more pressing issues, such as continued office automation, database administration and Y2K issues. b. Commissioners' reactions to the current Orange County Web site, and their ideas on what might be added, should be solicited. This would help shape a direction for further efforts at improving the site. c. Subsequent to consultation with the BOCC, the staff should develop and implement a systematic plan to improve the information provided on the Web site. E. INTRANET 1. Board Access The BOCC should have complete access to the County's Intranet, as well as have a site on the Intranet that serves the Board. 2. Improved Provision of Information The staff should develop and implement a plan for augmenting the information included on the Intranet. Some additions to consider include the following: a. The Manager could develop and implement a plan to post appropriate lists of pending items, such as those that are periodically distributed to the Board as part of a Manager's Memo. The Intranet could also be used for the posting of summaries that project agenda topics for an upcoming month. 9 b. The Intranet is the logical place to develop a County calendar of community events, wherein a directory is established listing everything from park dedications to dinners and "roasts" sponsored by service organizations to local appearances by state and national legislators. F. OTHER COMMUNICATION DEVICES 1. Citizens' Guide The staff should develop for Board approval a citizens' guide to accessing the public process. This will take a citizen step-by-step through such matters as the ground rules for a public hearing, a rezoning, and a special use permitting process. The emphasis will be on helping an individual, neighborhood or citizens' group to improve its understanding of the public process and how to navigate it. 2. Meeting Protocols Presentations at BOCC meetings should be improved to ensure that the public may see displays and view pertinent information along with the Commissioners. It is important to make sure that Commissioners' meetings are intelligible to citizens in attendance. The Commissioners may also wish to obtain information or advice concerning additional strategies to improve communications at meetings or hearings, both for the citizens in attendance and for the television audience. 3. Information Inserts The staff should develop for Board approval appropriate information inserts for tax bill and tax abstract mailings, as well as for monthly automobile tax mailings. The content for the inserts should complement other communication methods used by the County, and should be coordinated through the Manager's office and/or the Clerk's office. 4. Communication with County Emalo~ a. The staff should develop a plan for Board approval to enhance Board communication with County employees. This plan could include a column written by the information specialist on behalf of the Board in the employee newsletter, Oran e Alive, detailing recent decisions and policies of particular interest. Since 10 County employees are ambassadors for the government, sharing information with them will also further public outreach. b. The plan also could include a Board site on the Intranet that provides an interactive forum whereby employees could pass along questions, suggestions, comments, and concerns, either anonymously or with identification. G. CRISIS MANAGEMENT The County Manager's office and Clerk's office should formulate for Board approval an action plan for communications between and among county departments, other governmental agencies, the media, and the public in times of crisis such as natural disasters, evacuation and other emergency situations.