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HomeMy WebLinkAboutAgenda - 09-16-1997 - 9d Orange County Board of Commissioners Action Agenda Item Abstract Meeting Date: September 16, 1997 Action Agenda Item No. q.,A_ Subject: Writing and Presentation Training - Update and Next Steps Department: County Manager Public Hearing: Yes No X Budget Amendment Needed: Yes No X Attachment(s): Information Contact: John Link, County Manager, 1 - Draft Guidelines Extension 2300 Telephone Number: 2 - Possible Discussion Questions Relating Hillsborough 732-8181 to the Structure of the Communications Chapel Hill 968-4501 Process Durham 688-7331 Mebane 227-2031 Purpose: To receive a report on the writing and presentation training to date and to consider whether the Board of Commissioners wishes to pursue further discussion on the communications aspects of Board meetings and the agenda process. Background: Initial Steps For 1997-98 the County implemented an initiative to improve the quality of written materials and oral information provided to elected officials and citizens for decision-making. The initial steps in this initiative have included: • Developing draft written guidelines (Attachment 1) for Orange County written communications and oral presentations and • Completing a pilot two day training workshop on "Governing Well By Communicating Well" conducted by Dr. Catherine Smith. Pilot Workshop The purpose of the pilot training workshop was to test the draft communication guidelines and develop skills in writing and speaking. The workshop included County Commissioners Margaret Brown and Alice Gordon as well as the two Assistant i 20 County Managers and eight department heads and staff with • major writing or presentation responsibilities. In preparation for the workshop, Dr. Smith had attended several Board of Commissioner meetings and also had discussed with several Commissioners and staff the Orange County communication process in relation to the agenda process. The workshop met its objective of testing the draft guidelines and providing training to enhance skills. Structures for Communication In addition to meeting the guideline and training objectives, the workshop discussion as well as Dr. Smith's observation and interviews identified a number of"structural" aspects of the Orange County communication process which impact on communication. These also may be areas which could be restructured to improve the communication process as well as prepare for the televised meeting environment of the future. Examples of such "structures" include the agenda development process, timetables, and the agenda abstract itself. In follow up to the workshop, Dr. Smith reviewed with Commissioner Brown, the Manager and the Personnel Director the suggestions from the workshop and her own feedback. Next Steps The staff wished to report to the Board on the writing and presentation training to date and seek the Board's direction on: • Whether it wishes to pursue as a Board discussion of any of these structural aspects of the communication process, and • If the Board wishes to pursue such discussion, in what format does it wish to do so. Attachment 2 outlines the types of structural questions which the Board may wish to consider as part of the communications initiative. In summary, these begin with the Board's assessment of what it wishes to accomplish in Board of Commissioners' meetings and, from that, identifying how the agenda process, including timetables and abstracts may be best structured to accomplish the Board's specific goals. J 3 If the Board wishes to pursue discussion of these structural aspects of the communication process, there are several possible formats to do so. • Kurt Jenne at the Institute of Government advises the Institute has three faculty (Kurt Jenne, Peg Carlson and Ann Davidson) who work with Boards to facilitate discussion about processes and how to tailor these to accomplish the goals of the specific Board. Ms. Carlson advises that IOG staff have provided training and facilitation to at least 50-75 elected governing boards, including groundrules for effective group work. • Dr. Smith also has offered to contract for training or consultation for the Board as the Board may desire. • The Board itself, without a facilitator, may wish to incorporate this discussion into a retreat or work session • For specific items such as the agenda abstract or others, request staff to bring proposals to the Board for its consideration. Recommendation: As the Board decides. f:\eta bswrit.doc September 5, 1997 - ----------- 4 ATTACM EN'T 1 Guidelines GUIDELINES E FOR ORANGE Orange Cc unty government aims for communication of the highest quality. The goal h to assure that communication products--all presentations and publicatio --meet the following guidelines: They represent Orange County government. They mowledgeably and respectfully relate Orange County policy to public concerns. The3 are accurate and reliable. They resent verifiable and attributable fact, knowledge, experience, or opinion. The are usable. They t the need and fulfill the purpose. They are responsive. They erve identifiable interests of citizens, elected officials, advisors, and staff. Toward accomplishing the goal for product quality, processes should include: Planj iing Analyzing the situation . - audiences, intended uses Developing a message and a plan for the product(s) Getti g feedback - showing the plan or early drafts to a knowledgeable person - asking what works and what doesn't, to guide revision 5 Public Meetings Get oriented: what does a public meeting do? what happens? how does it feel? - It's a work session in institutional democracy on the public record - It's oral, face-to-face interaction between elected officials, staff, and community - It's a deliberation, not a trial - It's long and tiring Think why you are there -You speak for your role in government, not yourself Build confidence - Picture yourself relaxed at the microphone, speaking with ease and authority Determine your message Look at the big picture - What policy applies? - What impacts does policy have on issues you will talk about? - What are the weaknesses as well as strengths of your proposals or recommendations? Analyze the situation Assume a mixed, uninformed audience Plan to reach people by what you say and show rather than by what is written Plan for presentation and Q+A Get feedback on your plans, outlines Preparation Tips ✓ Organize content for easy understanding ✓ Organize top-down (main message, summary, details postponed to Q+A) ✓ Use opposing viewpoints or pro/con to clarify options ✓ Use short, active sentences ✓ Use simplified professional language ✓ Use few abbreviations (and explain the ones you use) ✓ Plan to be brief (5 minutes, generally) ✓ Expect to be asked to summarize (ex: 1 minute or less) ✓ Q+A matters most to elected officials ✓ Expect to explain and to handle disagreement as well as agreement ✓ Consider using visual aids: if they simplify, if they work in the setting, if they fit into time limits, and if you are comfortable using them Aids must be in uniform presentation format (e.g., PowerPoint slides) In advance, you must ensure all equipment is set up and working 6 Public eetings PRESENTiNG I i Recall yo preparation Orientatio : a public meeting Role: to speak credibly for your role in government Stance: Kj ow your message, be comfortably alert and aware of big picture PRESENTATION TIPS * Talk, don't read Delivery: - state main message - summarize - stop - invite questions * Know time limits in advance; stay within the limits * Use simplified Professional language * State opti6ns, opposing arguments, Pro/con * Use correct Standard English * Avoid (or use carefully) humor or slang 7 Public Meetings Distinguish between a public meeting and a trial - Practice deliberation, not cross-examination Distinguish between a speech and a question If you have a position, state it, then proceed to question QuesTioN-ASKING Tips * Say what you want to know * State your needlinterest directly * Cue or constrain the response * Tell the respondent how to reply or identify how the answer can help you (ex to hear options. ask a "what-if"question) * Say what context your question relates to (especially if you are changing the context of discussion) * Suggest a format (ex: "give me the pros and cons-or 'here's thepicture / see. . .what am / missing?") * Always say "1 don't understand- if you don't * Be careful (about the question, about your manner) * Be courteous - Avoid emotional display or aggressive gestures 8 Public Meetings Listen to the question - All of it, if it's long - The wish as well as the words, if it's indirect Answer the question, then stop If appropriate, go on: - To expand (to get at what the questioner really wants to know) To re-direct (to change the topic, to add another dimension) To re-state your message (to get at what you most want to say) QUESTION ANSWERING TIPS • Always ask for clarification if you don't understand the question • Always say "i don't know" if you don't • Always say "i will find out and get back to you" if you don't have the answer ready • Be accurate • Be concise (give the essentials, postpone detail until requested) • Be consistent (stay with your message and your previous answers) • Be careful (about your response, about your manner) • Be courteous - avoid emotional display or inappropriate gestures 9 Writing I Ask yourself and your working group these questions: What is this item's purpose? What interest(s) does it serve? Why is it needed? Who requests it? Who will read it? What questions must it answer? What is its main point (message)? If that's the main point (message), what is the support? What (ex: wording) will make it understandable? Who will use it? How will it be used? What (ex: format) will make it usable? Get feedback - encourage constructive criticism (large and small) of the plan Plan content, organization, wording, attachments or other aids (optional). 10' Writing MRM"�" host writing, managing venters, or editing Writing, co-writing, 9 writer Write for the reader,our P� n Write according to Y Writing Tips * Determine what is relevant, and emphasize it I' p (ex: relevant: history of prior action or specific authorization: maybe less relevant: chronology of work * Within sections, use sub-headings to draw interested audiences' attention (ex: in "Recommendation-break out "impacts") Use simplified professional language i - translate the unfamiliar to the familiar - translate specialist terms to common terms - state options, opposing arguments. prolcon - use correct Standard English • Cut excess - omit useless detail - omit useless repetition - use active voice - use short sentences frequently •Get feedback circulate a draft for early review and comment " 11 Attachment 2 Possible Discussion Questions Relating to the Structure of the Communications Process A. Board of Commissioner Meetings 1. What do the Commissioners want to accomplish in the regular meetings of the Board? Does the Board want to focus on deliberation? Information Gathering? 2. What makes an effective Board meeting from the perspective of: • Commissioners? • Citizens? • Staff? 3. Are there any things which now prevent or make it difficult for the Board to accomplish what it wishes to accomplish in regular meetings or which interfere with having an effective meeting? 4. Are there any things the Board wishes to change? 5. Does the Board wish to establish"norms" for Commissioner meetings such as how long presentations will be or whether the Chair may call brief recesses? If so what are the norms? B. Agenda Development Process 1. In terms of what the Board wishes to accomplish in regular meetings, what changes to the agenda process would support this? 2. If the Board wishes to focus primarily on deliberation in Board meetings and reduce meeting time spent on information gathering, what strategies would support necessary information gathering in advance of meetings? Depending on staff time available, possible strategies include: • Earlier delivery of the agenda to Commissioners to allow additional time for Commissioners to talk with the Manager and staff about questions. • Advance briefing sessions for interested Commissioners on more complex or involved agenda items. • Establishing a standing time for interested Commissioners to meet with the Manager and appropriate staff about the agenda in advance of the Board meeting. 12 3. What process does the Board wish to follow in developing the agenda itself? Do individual Commissioners wish to be involved in development of the agenda? If so,possible strategies might be to: •- Give all Commissioners the draft agenda face sheet following the staff agenda review to provide an opportunity for any Commissioner to give advance input on the agenda to the Board Chair or Vice Chair, or • Use a Committee of the Whole to set the agenda. C. Agenda Abstract 1. What should be the format of the agenda abstract? 2. What types of information should it cover? D. Board Work Sessions Should there be an established protocol for work sessions to support the communications process? Possible strategies might include using the beginning of each bi-monthly work session to give updates on major projects or goals that will be scheduled to be addressed by the Board of Commissioners in the coming two months. E. Communications Processes Should there be a systematic review between the Board and staff of communication processes and on going ways to enhance these? If so, how might this be structured? f:\e\abswrit1.doc September 4, 1997