Loading...
HomeMy WebLinkAboutAgenda - 02-03-2015 - 1ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: February 3, 2015 Action Agenda Item No. 1 SUBJECT: Draft Strategic Communications Plan (SCP) DEPARTMENT: County Manager PUBLIC HEARING: (Y /N) No ATTACHMENT(S) INFORMATION CONTACT: A) Draft Strategic Communications Plan - Cheryl Young, 245 -2307 1 -29 -15 B) Comments from Peer Review including Mark -up PURPOSE: To receive an update from the Strategic Communications Work Group on the development of a proposed Strategic Communications Plan for Orange County. BACKGROUND: On January 31, 2014 the Board of Commissioners held a Retreat and discussed the need for an Orange County Strategic Communications Plan. The Board requested that the Manager provide a recommended strategy for a Strategic Communications Plan. A Three Phase approach was recommended by the County Manager to move the process of developing a Strategic Communications Plan toward a successful conclusion. Three Phase Approach Phase One Identify and share with the Board individual department public information strategies. outlining the dedicated resources, communications tools, target audiences and how the department interacts with the Public Affairs Office. Phase Two Rod Visser was engaged to gather internal information by interviewing the Board and County staff and present a summary to the Board. Phase Three Appoint a Strategic Communications Work Group who with the assistance of Rod Visser, is to draft a Strategic Communications Plan to be presented to the Board. 2 Beginning in July of 2014, Mr. Visser convened and facilitated a series of meetings with the County's designated Strategic Communications Work Group. A Strategic Communications Plan was drafted. The draft was forwarded to Todd McGhee with the North Carolina Association of County Commissioners for peer review. A copy of Mr. McGee's comments is attached. Simultaneously, the draft was distributed to Department Directors for comment. FINANCIAL IMPACT: There is no financial impact of providing the update to the Board. RECOMMENDATION(S): The Manager recommends that the Board receive the information and provide feedback. 3 ATTACHMENT A APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 Orange County, North Carolina ORANGE COUNTY NORTH CAROLINA Strategic Communications Plan - 1 - 4 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 Table of Contents Purpose 3 Mission 3 Objectives 3 Guiding Principles 4 Situational Analysis (Strengths/Weaknesses /Opportunities /Threats) 5 Scope and Applicability 7 Roles 7 Audience Identification 9 Tools /Asset Identification 9 Legal and Ethical Implications 10 Alignment and Integration 11 Strategy Implementation /Action Plan 11 Appendices A - Inventory of Potential Audiences 15 B - Inventory of Potential Communication Tools 16 C - Media Relations Policy 18 -2- 5 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 Purpose The primary purpose of this Strategic Communications Plan is to promote effective communication between and among the Orange County Board of Commissioners, the residents of Orange County, and the departments and staff of Orange County Government Public access to government and freely shared information are cornerstones of the democratic process. Accordingly, this Plan is intended to simplify access to the Board of County Commissioners (hereinafter referred to as "BOCC" or "the Board ") and to the workings of Orange County government. Consistent with the County's mission statement, this Plan establishes: guidelines, policies, and vehicles for accomplishing the Board's goals for effective communication; and best practices for organizing and executing communication efforts throughout Orange County government. Mission Orange County exists to provide governmental services requested by our residents or mandated by the State of North Carolina. To provide these quality services efficiently, we must: • Serve the residents of Orange County - our residents come first. • Depend on the energy, skills, and dedication of all our employees and volunteers. • Treat all our residents and all our employees with fairness, respect, and understanding. Objectives Objectives of the Strategic Communications Plan include: • To establish the communications roles of the Board of County Commissioners • To establish the communications roles of departments /staff /county management • To establish the communications roles of the Public Affairs Office/ Public Information Officer -3- 6 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 • To establish the ways in which County government entities receive and process information from the public and respond to the public • To formalize protocols for: handling of critical or sensitive issues; coordinating information during emergencies or crises; and handling fast - breaking, complicated, or controversial issues Guiding Principles This Plan emphasizes the following overarching principles: • Promote the ability of the Board and residents to access information • Disseminate information to the public (and other audiences) in a manner that is clear, concise, transparent, helpful, timely, proactive, and consistently professional • Implement and promote opportunities and mechanisms to obtain regular feedback from targeted audiences, especially Orange County residents • Promote two -way communications between the members of the BOCC and Orange County residents • Utilize a variety of targeted communication methods and strategies so as to be effective and appropriate for the specific situation • Afford the BOCC opportunities to relay information and to exercise ongoing oversight of this Communications Plan, while leaving implementation to the County Manager and County Departments • Provide a unified, coherent voice for Orange County Government, especially as a source of information during crisis or emergency situations • Foster a mindset of continual planning to keep Orange County communications efforts fresh and responsive • Promote communications between Board members and the rest of County government, including employees, generally through the County Manager -4- 7 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 Situational Analysis Data compiled during the information gathering and plan development phases of the Strategic Communications project suggest the following organizational strengths, weaknesses, opportunities, and threats for Orange County Government as of the end of 2014: Strengths • Some departments have staff members whose time is earmarked primarily or in part to managing communications, consumer education, and public information efforts for their respective departments • Existing communication hardware and software capabilities that facilitate cablecasting BOCC meetings, web access to BOCC minutes /agendas /meeting recordings, and disseminating social media traffic • Solid external intergovernmental communications relationships (e.g. Standing Committee of emergency communicators including the Towns, UNC, volunteer agencies, utilities, etc) • Commitment to communications operations through staffing, dedicated budget, and committed resources /support \A/aaknaccac • Absence heretofore of clearly defined, written public information and communications objectives for Orange County Government as an entity • Current job description of Public Affairs Director does not meet the needs or expectations of the organization • Organizational confusion regarding the current roles and responsibilities of the Public Affairs Office /Public Information Office • Certain departments lack dedicated staff resources sufficient to meet identified public information /communication needs • Lack of ongoing staff training and certification in communications, with the exception of a few departments -5- 8 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 • Lack of a newsroom or blog for open forum questions & answers • Lack of dedicated and experienced in -house graphic design professionals Opportunities • Consider Board prioritization among required communication functions to ensure that the most critical information needs are addressed first • Examine existing Countywide staffing (both permanent and temporary) and contracted resources for potential to accomplish various other communication functions • Consider whether some members of advisory boards and commissions, and other volunteers, may periodically be able to offer skills that match up with the inventory of needed communication functions identified in this Plan • Broadly disseminate existing communications plans and guidance from Emergency Services Department to enhance knowledge across the spectrum of County departments regarding how to communicate effectively in emergency or crisis situations • Take advantage of knowledge and skill sets of dedicated communications professionals in various departments to execute a practical, purposeful cross - training program to assist Department Heads and other key departmental staff in carrying out their responsibilities under this Strategic Communications Plan • Increase use of existing technology (e.g. social media, the County Listserv, etc) Thraatc • Possible organizational inertia regarding (re)assignment of various communication duties to the most appropriate parties, based on individuals' knowledge, skill sets, and abilities • Potential limitations on available financial resources to acquire /employ emerging technological tools or to hire staff (permanent and /or temporary) or contractors to carry out certain desired communication functions outlined in this Plan ME 9 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 Scope and Applicability This Plan is intended to be applicable to all aspects of Orange County government. As a Countywide Plan, its provisions address any type of communication between two or more parties. To properly discharge their responsibilities towards their constituents, County Commissioners must be kept properly apprised about relevant policies, programs, and events within the purview of each County department. That notwithstanding, County department heads and staff need to have considerable autonomy to carry out their public information and communication responsibilities based on their professional competencies, in a manner not inconsistent with the overarching principles and standards established in this Plan. Existing departmental communications plans and processes are complemented, not supplanted, by this Plan. Roles Adoption of this Plan contemplates the following ongoing communications roles: Board of County Commissioners: • approve periodic updates to the adopted Plan • appoint two Commissioners annually to serve on the Communications Governance Team to provide oversight and recommend appropriate refinements to the Plan • consider recommendations from the County Manager to allocate financial, staff, and technological resources to address unmet or emerging communications needs • provide guidance and direction to the County Manager and Public Information Officer that will disseminate information to residents and other audiences regarding significant County programs /policies /events /initiatives -7- 10 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 County Manager. • assign and direct staff to accomplish the strategies laid out in this Plan in a timely and effective way • supervise the Public Information /Public Affairs function for Orange County Government • prioritize communications work to match available resources • periodically apprise the BOCC on progress in implementing this Plan - including capabilities and constraints to achieving objectives, and recommendations for addressing any shortcomings County Departments: • establish or maintain departmental plans or processes for executing their own communications functions in a manner consistent with the County's overall Plan • support the Manager and other departments by sharing staff /technological /other resources when feasible to accomplish County communications goals and objectives Public Information Officer. • perform duties as assigned by the County Manager • serve as an information coordinator for departments • convene and provide leadership for County department communicators • foster strong relationships with representatives of all forms of media and serve as liaison between those persons and the County Commissioners and County Manager • when so designated by the County Manager or Emergency Services Director, serve as spokesperson for the County during emergency or crisis situations • serve as a resource for marketing and promoting Orange County services 11 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 Audience Identification In broad strokes, this Plan recognizes its Primary Target Audiences to include Residents; Media; Orange County Employees; and the Current Business Community. Secondary Target Audiences include Visitors; Other Governmental Officials (local, state, federal); Community Groups (e.g. civic organizations, faith -based organizations); Potential Business Recruitments, and Potential Future Residents. In more practical terms, the target audiences for any particular piece of County communication will depend on the type of message, the nature of the messenger, available communications resources and tools, and the particular environmental circumstances at the time. Specific audiences are then more narrowly focused from the general grouping, taking into consideration any targeted marketing campaign, which tools should be used, and any strategic messages. Communications decision - makers should review the checklist at Appendix A to determine which of the potential audiences are to be specifically targeted recipients of communications under the particular set of circumstances at hand. In many cases, audiences on that list will be non - applicable or redundant. The rationale behind creating and using the list in that appendix is to err on the side of considering too large a list, then to reduce it by purposeful analysis - as opposed to considering too small a list and improperly ignoring an important audience for the message. Tools /Asset Identification Orange County Government communicators are afforded wide discretion in selecting and employing the mechanisms and vehicles for transmitting information to their desired audiences in any particular set of circumstances. Appendix B provides a list of potential tools to be considered for each communication event. This list reflects both those communication tools that are available to Orange County Government and those that may become available in the future. 12 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 Legal and Ethical Considerations All communications disseminated by Orange County Government will be tested against the highest ethical and legal standards, to ensure that the County faithfully serves the public in a manner consistent with its mission statement, to the best of its ability. • North Carolina Open Meeting /Public Records Laws - The State's open meeting and public records laws are critical to operating a fair and open government. The spirit with which public officials work to comply with the law is as important as the law itself. Recognizing that the public's business should be done in the open and honoring requests for help serves the people in a transparent manner. • Accessibility — Orange County will make reasonable efforts to ensure that the information concerning policies and programs is available to all despite the many barriers that could hinder effective communication. These barriers could include, but are not necessarily limited to, access to media /technology, language, and physical disabilities. • Informing Versus Persuading —The BOCC and all County departments strive proactively to provide all residents with complete and unbiased information on issues that may be, or are currently being, considered by the BOCC. This is especially important on matters that are coming to the Commissioners before the full Board has deliberated, voted, and established an official position. In instances where it may be appropriate for the BOCC to adopt a voice of persuasion (e.g. encouraging voters to vote on a bond referendum), County communication will be carefully crafted to recognize and explain the distinction between information intended to educate and information intended to influence. The County Departments serve as responsible advocates for the Board's policy decisions by providing clear, concise, and accurate information to all. The County will provide the data and reasoning behind the policy decisions so that residents can understand how these decisions were made. • Collective Versus Individual Commissioner Communications — In the interests of clarity and transparency, individual County Commissioners will take care to dispel any reasonable confusion about whether they are communicating on behalf of the Board as a whole or whether they are communicating their own individual viewpoints. -10- 13 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 Alignment and Integration The full implementation of this Plan will include developing the messaging framework to articulate the connection between this plan and: • the BOCC's mission, vision and values • the County Manager's Office /Public Information Office communications activities • department specific communications /marketing plans • relevant emergency communication plans (e.g. Emergency Services, Public Health, Sheriff, municipalities, school systems) County staff will regularly explore opportunities for integrating messages across platforms and media that will allow the County to react quickly to changes in social media, as well as to better leverage existing County communications resources. All communications activities are to be developed and executed within the context of the County's overarching strategy. Strateav Implementation /Action Plan The following prioritized list of actions was developed to promote achievement of BOCC communication goals and objectives. It is important that any persons involved in Orange County Government communications pursue these steps in a manner that is consistent with the Board's overarching vision for transparency, accuracy, timeliness, and integrity in the information exchange process. PRIORITY A 1. Create and appoint a standing Communications Governance Team comprised of two Commissioners and staff to provide ongoing oversight of the Communications Plan with responsibility to make at least annual reports to the full Board of Commissioners. 2. Create an internal County communications workgroup, modeled after the Council of Webmasters, which includes communications primes for each department (if they have - 11 - 14 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 one or have a need) and provides mutual awareness and support through sharing of projects, tips, and issues. 3. Purposefully convene the Communications Governance Team ahead of anticipated community policy /program /event discussions (e.g. revaluation, bond referendum) that are - or may become - complicated or controversial, to consider appropriate messaging content, tools, and audiences. 4. Empower the Communications Governance Team to conduct debriefing sessions following important communications events, evaluating both successes and shortcomings, and to make recommendations to the County Manager regarding key communications decisions. 5. Identify and implement a two way communication tool that facilitates meaningful, interactive dialogue among Commissioners and constituents regarding the development and implementation of significant County policies, programs, and activities. 6. Detail the County Manager to assign a responsible party for each essential communication function identified in this Plan; if insufficient resources exist, develop a resourcing plan to be presented to the Board. 7. Establish and foster ongoing working relationships with external communicators (e.g. news, radio, and TV reporters; local bloggers). 8. Develop and implement an awareness program so all County employees can be more effective "ambassadors" for major County policies, programs, and events. 9. Examine the established checklists of potential audiences and available tools and then tailor the release of any major County communication piece to increase the likelihood that all potentially interested parties will have improved access to the intended message about County programs, policies, and events. -12- 15 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 10. Establish a protocol for County communicators to follow so as to determine what information is of sufficient importance to warrant being relayed to all members of the Board of County Commissioners. PRIORITY B 11. Develop a set of performance measurement tools and task the ongoing Communications Governance Team to conduct an evaluation (at least annually) of Orange County communication efforts. 12. Develop and implement a training program for staff members that are likely to have primary communication responsibilities to audiences outside their departments. 13. Develop and promulgate a formal Orange County Media Relations program. 14. Formally amend this Plan as needed from time -to -time to take immediate advantage of communications "lessons learned" and "best practices" gleaned from Communications Governance Team debriefings. 15. Formally recognize and support the existing ad hoc group relationship among communications professionals in various Orange County public sector agencies. 16. Establish the County's social media operating philosophy, including social media procedures for use and monitoring of commentary on any interactive format. PRIORITY C 17. Develop and implement policies to standardize guidance for use of the new County logo and to ensure that the Orange County logo is part of all formal County communications. -13- 16 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 18. Develop and implement policies to establish and promote an Orange County "brand ". 19. Establish a protocol to distinguish for target audiences those communications that represent individual Commissioner viewpoints versus those communications that represent the positions of the Board as a whole. 20. Create a pilot program that assigns a non - Commissioner to "live tweet" for BOCC meetings; after a reasonable trial period, have the Communications Governance Team evaluate the costs and benefits and recommend continuation /modification /termination. -14- 17 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 APPENDIX A INVENTORY OF POTENTIAL AUDIENCES • Residents • Citizens • Board of Commissioners • Taxpayers • Media • County departments • County employees • Current Businesses /Commercial Enterprises • Advisory Boards and Commissions • Real property owners • Non - English speakers • People with various disabilities • People with limited literacy • Residents with limited or no access to digital communications networks (e.g. no computer or Internet access) • Visitors • Potential Future Businesses /Commercial Enterprises • Potential Future Residents • Orange County Municipalities • Adjacent counties • School districts • Municipalities in adjacent counties • Regional organizations or authorities (e.g. TJCOG, Triangle Transit) • Court system • UNC -CH • Public utilities (e.g. Duke Energy, OWASA, Piedmont Electric, PSNC) • Non - profit service delivery organizations (e.g. InterFaith Council, OCIM, etc) • Emergency service providers (e.g. volunteer fire departments, Rescue Squad, Red Cross) • North Carolina governmental agencies • United States governmental agencies • Other volunteers -15- 18 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 APPENDIX B INVENTORY OF POTENTIAL TOOLS /ASSETS • County Website • County Newsletter (printed, e- mailed) • Digital Message Monitors • Social Media (Facebook, Twitter, Flickr, YouTube) • County Intranet • County Connection E -Mail • Citizen Comment (website link for citizen inquiry & complaint with BOCC /departmental follow up) • Everbridge Alert System • Annual Report • News Releases • Public Forums /Speakers' Bureau • Brochures, Guide Booklets, and Postcards • Public Service Announcements • Calendars /Events o Public meetings o Public events o Classes • Photography • Purchased print ads (newspapers and magazines) • Purchased Radio spots • Purchased TV spots • Listservs (allows users to add or remove automatically) • Dedicated Orange County cable TV channel - Government Access Channel 1301 • Time Warner Cable • AT &T, U -Verse • Video programming (currently outsourced) • Video tools, hardware and software (cameras, tripods, lights, wireless sound /microphones, video editing software, graphic generator, etc.) • Video camera /tools check -out process for departmental staff • Streaming video • BOCC meetings • County generated content, public service announcements (PSAs), service highlights, weekly TV show, etc. • Orange County Government radio station • Designated employees available for crisis /emergency communications • Guided tours • County Government 101 sessions (Citizen Academy) • Town Hall meetings • County expo • Active engagement with other communicators within Orange County (Town of Chapel Hill, Town of Carrboro, Town of Hillsborough, UNC, OWASA, etc.) -16- 19 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 • Branding — use of a county wide graphic or logo (indicating this is a service of Orange County provided with your tax dollars) o Creating graphics standards (including business cards and stationary) • Coordinated communicators team of County PIO type staff • Rich Site Summary (RSS) • Blogs (County or posting to an independent site such as Orange Politics) • Monitor Orange County sanctioned social media tools for content and currency • Membership with regional and national communication organizations • Employee newsletter • Yard signs (like small campaign signs) • Billboard • Burn /duplicate CD /DVDs of Orange County content for public distribution • Multimedia • Newspapers • Direct Mail • Special Events • Translation for any of the above -17- 20 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 012915 PLACEHOLDER FOR APPENDIX C MEDIA RELATIONS POLICY (to be developed later) -18- 21 Attachment B Cheryl, I went through your plan and was very impressed. There are a couple of small things you may want to consider (e.g. news releases is listed twice in Appendix B.) I also added in some thoughts about some of the bullet points. All of my suggestions /comments are in red. lCounty Staff Note: These comments changed to blue during the electronic transmittal. The one thing that I see missing is a specific delineation between the role of the chair and the other commissioners. I believe one of the duties of the chair is to be the de facto spokesperson for the board. That is not addressed in the plan anywhere and is something you may wish to consider. If there is an emergency situation and the county wants to be represented at a news conference, you don't want the entire board showing up (which could happen). You need to make sure in those circumstances that only one person is speaking for the board, and that person should be the chair (if available) or the vice chair (if the chair is unavailable). You may also be planning to add that into the media relations plan, but I think it's worth putting into a general communications plan as well. Maybe you could add it into the Roles section as a bullet in the Board of County Commissioners section. Also, I like the SWOT analysis in this draft plan, but I don't think it needs to be included in the final plan. That is really more of a report on the current state of affairs and is the type of info needed to use when developing your plan, but not really something that should go into the final plan. Thanks for asking me to review the report, and please let me know if you have any questions about my comments. CAR %try Todd McGee Public Relations Director North Carolina Association of County Commissioners Phone (919) 715 -7336 1 Fax (919) 733 -1065 www.ncacc.org O�-couw'ic www.welcometoyourcounty.org `': You I . Pioasa. 22 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944-5-l-&012015 Orange County, North Carolina ORANGE COUNTY NORTH CAROLINA Strategic Communications Plan - 1 - 23 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944--c4-&012015 Table of Contents Purpose 3 Mission 3 Objectives 3 Guiding Principles 4 Situational Analysis (Strengths/Weaknesses /Opportunities /Threats) 5 Scope and Applicability 7 Roles 7 Audience Identification 9 Tools /Asset Identification 9 Legal and Ethical Implications 10 Alignment and Integration 11 Strategy Implementation /Action Plan 11 Appendices A - Inventory of Potential Audiences 15 B - Inventory of Potential Communication Tools 16 C - Media Relations Policy 18 -2- R APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 9444-54-&012015 Purpose The primary purpose of this Strategic Communications Plan is to promote effective communication between and among the Orange County Board of Commissioners, the residents of Orange County, and the departments and staff of Orange County Government. Public access to government and freely shared information are cornerstones of the democratic process. Accordingly, this Plan is intended to simplify access to the Board of County Commissioners (BOCC) and to the workings of Orange County government. Consistent with the County's mission statement, this Plan establishes: guidelines, policies, and vehicles for accomplishing the Board's goals for effective communication; and best practices for organizing and executing communication efforts throughout Orange County government. Mission Orange County exists to provide governmental services requested by our residents or mandated by the State of North Carolina. To provide these quality services efficiently, we must: • Serve the residents of Orange County - our residents come first. • Depend on the energy, skills, and dedication of all our employees and volunteers. • Treat all our residents and all our employees with fairness, respect, and understanding. Objectives Objectives of the Strategic Communications Plan include: • To establish the communications roles of the Board of County Commissioners • To establish the communications roles of departments /staff /county management • To establish the communications roles of the Public Affairs Office/ Public Information Officer • To establish the ways in which County government entities receive and process information from the public and respond to the public -3- 25 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944-5-l-&012015 • To formalize protocols for: handling of critical or sensitive issues; coordinating information during emergencies or crises; and handling fast - breaking, complicated, or controversial issues Guidinq Principles This Plan emphasizes the following overarching principles: • Promote the ability of the Board and residents to access information • Disseminate information to the public (and other audiences) in a manner that is clear, concise, transparent, helpful, timely, proactive, and consistently professional • Implement and promote opportunities and mechanisms to obtain regular feedback from targeted audiences, especially Orange County residents • Promote two -way communications between the members of the BOCC and Orange County residents • Utilize a variety of targeted communication methods and strategies so as to be effective and appropriate for the specific situation • Afford the BOCC opportunities to relay information and to exercise ongoing oversight of this Communications Plan, while leaving implementation to the County Manager and County Departments • Provide a unified, coherent voice for Orange County Government, especially as a source of „information during crisis or emergency situations • Foster a mindset of continual planning to keep Orange County communications efforts fresh and responsive • Promote communications between Board members and the rest of County government, including employees, generally through the County Manager -4- W APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944--c4-&012015 Situational Analysis Data compiled during the information gathering and plan development phases of the Strategic Communications project suggest the following organizational strengths, weaknesses, opportunities, and threats for Orange County Government as of the end of 2014: Strengths • Some departments have staff members whose time is earmarked primarily or in part to managing communications, consumer education, and public information efforts for their respective departments • Existing communication hardware and software capabilities that facilitate cablecasting BOCC meetings, web access to BOCC minutes /agendas /meeting recordings, and disseminating social media traffic • Solid external intergovernmental communications relationships (e.g. Standing Committee of emergency communicators including the Towns, UNC, volunteer agencies, utilities, etc) • Commitment to communications operations through staffing, dedicated budget, and committed resources /support Weaknesses • Absence heretofore of clearly defined, written public information and communications objectives for Orange County Government as an entity • Current job description of Public Affairs Director does not meet the needs or expectations of the organization • Organizational confusion regarding the current roles and responsibilities of the Public Affairs Office /Public Information Office • Certain departments lack dedicated staff resources sufficient to meet identified public information /communication needs • Lack of ongoing staff training and certification in communications, with the exception of a few departments -5- APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944-5-l-&012015 • Lack of a newsroom or blog for open forum questions & answers • Lack of dedicated and experienced in -house graphic design professionals Opportunities • Consider Board prioritization among required communication functions to ensure that the most critical information needs are addressed first • Examine existing Countywide staffing (both permanent and temporary) and contracted resources for potential to accomplish various other communication functions • Consider whether some members of advisory boards and commissions, and other volunteers, may periodically be able to offer skills that match up with the inventory of needed communication functions identified in this Plan • Broadly disseminate existing communications plans and guidance from Emergency Services Department to enhance knowledge across the spectrum of County departments regarding how to communicate effectively in emergency or crisis situations • Take advantage of knowledge and skill sets of dedicated communications professionals in various departments to execute a practical, purposeful cross - training program to assist Department Heads and other key departmental staff in carrying out their responsibilities under this Strategic Communications Plan • Increase use of existing technology, e.g., Listserv, etc Threats 27 • Possible organizational inertia regarding (re)assignment of various communication duties to the most appropriate parties, based on individuals' knowledge, skill sets, and abilities • Potential limitations on available financial resources to acquire /employ emerging technological tools or to hire staff (permanent and /or temporary) or contractors to carry out certain desired communication functions outlined in this Plan -6- APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944--c4-&012015 Scope and Applicability This Plan is intended to be applicable to all aspects of Orange County government. As a Countywide Plan, its provisions address any type of communication between two or more parties. To properly discharge their responsibilities towards their constituents, County Commissioners must be kept properly apprised about relevant policies, programs, and events within the purview of each County department. That notwithstanding, County department heads and staff need to have considerable autonomy to carry out their public information and communication responsibilities based on their professional competencies, in a manner not inconsistent with the overarching principles and standards established in this Plan. Existing departmental communications plans and processes are complemented, not supplanted, by this Plan. Roles Adoption of this Plan contemplates the following ongoing communications roles: Board of County Commissioners: • approve periodic updates to the adopted Plan • appoint two Commissioners annually to serve on the Communications Governance Team to provide oversight and recommend appropriate refinements to the Plan • consider recommendations from the County Manager to allocate financial, staff, and technological resources to address unmet or emerging communications needs • provide guidance and direction to the County Manager and Public Information Officer that will disseminate information to residents and other audiences regarding significant County prog rams /poI ici es/eve nts/i n itiatives -7- RW e APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944--c4-&012015 County Manager: • assign and direct staff to accomplish the strategies laid out in this Plan in a timely and effective way • supervise the Public Information /Public Affairs function for Orange County Government • prioritize communications work to match available resources • periodically apprise the BOCC on progress in implementing this Plan - including capabilities and constraints to achieving objectives, and recommendations for addressing any shortcomings County Departments: • establish or maintain departmental plans or processes for executing their own communications functions in a manner consistent with the County's overall Plan • support the Manager and other departments by sharing staff /technological /other resources when feasible to accomplish County communications goals and objectives Public Information Officer. • perform duties as assigned by the County Manager • serve as an information coordinator for departments • convene and provide leadership for County department communicators • foster strong relationships with representatives of all forms of media and serve as liaison between those persons and the County Commissioners and County Manager • when so designated by the County Manager or Emergency Services Director, serve as spokesperson for the County during emergency or crisis situations • serve as a resource for marketing and promoting Orange County services -8- 30 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 9444-54-&012015 Audience Identification In broad strokes, this Plan recognizes its Primary Target Audiences to include Residents; Media; Orange County Employees; and the Current Business Community. Secondary Target Audiences include Visitors; Other Governmental Officials (local, state, federal); Community Groups (e.g. civic organizations, faith -based organizations); Potential Business Recruitments; and Potential Future Residents. In more practical terms, the target audiences for any particular piece of County communication will depend on the type of message, the nature of the messenger, available communications resources and tools, and the particular environmental circumstances at the time. Specific audiences are then more narrowly focused from the general grouping, taking into consideration any targeted marketing campaign, which tools should be used, and any strategic messages. Communications decision - makers should review the checklist at Appendix A to determine which of the potential audiences are to be specifically targeted recipients of communications under the particular set of circumstances at hand. In many cases, audiences on that list will be non - applicable or redundant. The rationale behind creating and using the list in that appendix is to err on the side of considering too large a list, then to reduce it by purposeful analysis - as opposed to considering too small a list and improperly ignoring an important audience for the message. Tools /Asset Identification Orange County Government communicators are afforded wide discretion in selecting and employing the mechanisms and vehicles for transmitting information to their desired audiences in any particular set of circumstances. Appendix B provides a list of potential tools to be considered for each communication event. This list reflects both those communication tools that are available to Orange County Government and those that may become available in the future. -9- 31 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944-5-l-&012015 Legal and Ethical Considerations All communications disseminated by Orange County Government will be tested against the highest ethical and legal standards, to ensure that the County faithfully serves the public in a manner consistent with its mission statement, to the best of its ability. • North Carolina Open Meeting /Public Records Laws - The State's open meeting and public records laws are critical to operating a fair and open government. The spirit with which public officials work to comply with the law is as important as the law itself. Recognizing that the public's business should be done in the open and honoring requests for help serves the people in a transparent manner. • Accessibility — Orange County will make reasonable efforts to ensure that the information concerning policies and programs is available to all despite the many barriers that could hinder effective communication. These barriers could include, but are not necessarily limited to, access to media /technology, language, and physical disabilities. • Informing Versus Persuading — The BOCC and all County departments strive proactively to provide all residents with complete and unbiased information on issues that may be, or are currently being, considered by the BOCC. This is especially important on matters that are coming to the Commissioners before the full Board has deliberated, voted, and established an official position. In instances where it may be appropriate for the BOCC to adopt a voice of persuasion (e.g. encouraging voters to approve a bond referendum), County communication will be carefully crafted to recognize and explain the distinction between information intended to educate and information intended to influence. The County Departments serve as responsible advocates for the Board's policy decisions by providing clear, concise, and accurate information to all. The County will provide the data and reasoning behind the policy decisions so that residents can understand how these decisions were made. • Collective Versus Individual Commissioner Communications — In the interests of clarity and transparency, individual County Commissioners will take care to dispel any reasonable confusion about whether they are communicating on behalf of the Board as a whole or whether they are communicating their own individual viewpoints. -10- 32 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 9444-54-&012015 Alignment and Integration The full implementation of this Plan will include developing the messaging framework to articulate the connection between this plan and: • the BOCC's mission, vision and values • the County Manager's Office /Public Information Office communications activities; • department specific communications /marketing plans • relevant emergency communication plans (e.g. Emergency Services, Public Health, Sheriff, municipalities, school systems) County staff will regularly explore opportunities for integrating messages across platforms and media that will allow the County to react quickly to changes in social media, as well as to better leverage existing County communications resources. All communications activities are to be developed and executed within the context of the County's overarching strategy. Strategy Implementation /Action Plan The following prioritized list of actions was developed to promote achievement of BOCC communication goals and objectives. It is important that all persons involved in Orange County Government communications pursue these steps in a manner that is consistent with the County Commissioners' overarching vision for transparency, accuracy, timeliness, and integrity in the information exchange process. PRIORITY A 1. Create and appoint a standing Communications Governance Team comprised of two Commissioners and staff to provide ongoing oversight of the Communications Plan with responsibility to make at least annual reports to the full Board of Commissioners. 2. Create an internal County communications workgroup, modeled after the Council of Webmasters, which includes communications primes for each department (if they have -11- 33 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 9&012015 one or have a need) and provides mutual awareness and support through sharing of projects, tips, and issues. 3. Empower the Communications Governance Team to conduct debriefing sessions following important communications events, evaluating both successes and shortcomings, and to make recommendations to the County Manager regarding key communications decisions.11 think 3 and 4 should be switched. No. 3 deals with Formatted: Font: Bold, Font color: Red after an event and No. 4 deals with before an event). Formatted: Font: Bold, Font color: Red 4. Purposefully convene the Communications Governance Team ahead of anticipated community policy /program /event discussions (e.g. revaluation, bond referendum) that are - or may become - complicated or controversial, to consider appropriate messaging content, tools, and audiences. 5. Identify and implement a two way communication tool that facilitates meaningful, interactive dialogue among Commissioners and constituents regarding the development and implementation of significant County policies, programs, and activities. 6. Detail the County Manager to assign a responsible party for each essential communication function identified in this Plan; if insufficient resources exist, develop a resourcing plan to be presented to the Board of County Commissioners. 7. Establish and foster ongoing working relationships with external communicators (e.g. news, radio, and TV reporters; local bloggers). 8. Develop and implement an awareness program so all County employees are effective "ambassadors" for major County policies, programs, and events..(this is very Formatted: Font: Bold, Font color: Red important. Too many counties do not include employees when disseminating info about county policies and decisions by the board!) 9. Subject significant County communications to pre - release examination against specific desired audiences and available tools to improve access by likely interested parties to -12- 34 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944-5-l-&012015 information about County programs, policies, and events. this one needs to be Formatted: Font: Bold rewritten. I think I understand what you are trying to say here, but it took me two Formatted: Font: Bold, Font color: Red or three reads to figure it out).. Formatted: Font: Bold 10. Establish a protocol for County communicators to follow so as to determine what information is of sufficient importance to warrant being relayed to all members of the Board of County Commissioners-Any information that is shared with one Formatted: Font: Bold, Font color: Red commissioner should be shared with all commissioners. You may want to reword this one to take the focus off of staff and put it on the commissioners, i.e.. Formatted: Font: Bold, Font color: Red Establish an, appropriate method for commissioners to use when contacting Formatted: Font: Bold, Font color: Red individual staff members for information [such as all requests go through the county manager, who then contacts the appropriate staff person to get the rmation and then responds to ALL commissioners,.], You don't want staff to Formatted: Font: Bold, Font color: Red in the middle of a policy debate or to be perceived as playing favorites..) Formatted: Font: Bold, Font color: Red Formatted: Font: Bold, Font color: Red PRIORITY B 11. Develop a set of performance measurement tools and task the ongoing Communications Governance Team to conduct an evaluation (at least annually) of Orange County communication efforts. 12. Develop and implement a training program for staff and county commissioners likely Formatted: Font: Bold, Font color: Red to be involved in communication to audiences outside their departments. 13. Develop and promulgate a formal Orange County Media Relations program. 14. Formally amend this Plan as needed from time -to -time to take immediate advantage of communications "lessons learned" and "best practices" gleaned from Communications Governance Team debriefings. 15. Formally recognize and support the existing ad hoc group relationship among communications professionals in various Orange County public sector agencies. -13- 35 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 9444-54-&012015 16. Establish the County's social media operating philosophy, including social media procedures for use and monitoring of commentary on any interactive format. PRIORITY C 17. Develop and implement policies to standardize guidance for use of the new County logo and -to ensure that the Orange County logo is part of all formal County communications. 18. Develop and implement policies to establish and promote an Orange County "brand ". 19. Establish a protocol to distinguish for target audiences those communications that represent individual Commissioner viewpoints versus those communications that represent the positions of the Board as a whole. (this one is tricky. I think I would lust Formatted: Font: Bold, Font color: Red delete this one. Any communications that come from the county should represent the official stance of the county. If a commissioner disagrees with that stance, he /she certainly has the right to express that opinion, but should not be able to utilize any county resources when doing so. You touch on this earlier in the legal /ethical considerations. Individual commissioners have to be made aware that if they want to express an opinion that is contrary to the board's official stance, they do so independently and without any assistance from the county. You probably want to address this more directly within the media relations Policy.) 20. Create a pilot program that assigns a non - Commissioner to "live tweet" for BOCC meetings; after a reasonable trial period, have the Communications Governance Team evaluate the costs and benefits and recommend continuation /modification /termination. -14- 36 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 9444-54-&012015 APPENDIX A INVENTORY OF POTENTIAL AUDIENCES • Residents • Citizens • Board of Commissioners • Taxpayers • Media • County departments • County employees • Current Businesses /Commercial Enterprises • Advisory Boards and Commissions • Real property owners • Non - English speakers • People with various disabilities • Residents with limited or no access to digital communications networks (e.g. no computer or Internet access) • Visitors • Potential Future Businesses /Commercial Enterprises • Potential Future Residents • Orange County Municipalities • Adjacent counties • School districts • Municipalities in adjacent counties • Regional organizations or authorities (e.g. TJCOG, Triangle Transit) • Court system • UNC -CH • Public utilities (e.g. Duke Energy, OWASA, Piedmont Electric, PSNC) • Non - profit service delivery organizations (e.g. InterFaith Council, OCIM, etc) • Emergency service providers (e.g. volunteer fire departments, Rescue Squad, Red Cross) • North Carolina governmental agencies • United States governmental agencies • Other volunteers -15- 0 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 9444-54-&012015 APPENDIX B INVENTORY OF POTENTIAL TOOLS /ASSETS County Website County Newsletter (printed, e- mailed) Digital Message Monitors Social Media (Facebook, Twitter, Flickr, YouTube) County Intranet County Connection E -Mail Citizen Comment (website link for citizen inquiry & complaint with BOCC /departmental follow up) Everbridge Alert System Annual Report News Releases Public Forums /Speakers' Bureau Brochures, Guide Booklets, and Postcards Public Service Announcements Calendars /Events • Public meetings • Public events • Classes Photography Purchased print ads (newspapers and magazines) Purchased Radio spots Purchased TV spots Listservs (allows users to add or remove automatically) Dedicated Orange County cable TV channel - Government Access Channel 1301 • Time Warner Cable • AT &T, U -Verse • Video programming (currently outsourced) • Video tools, hardware and software (cameras, tripods, lights, wireless sound /microphones, video editing software, graphic generator, etc.) • Video camera /tools check -out process for departmental staff Streaming video • BOCC meetings • County generated content, public service announcements (PSAs), service highlights, weekly TV show, etc. Orange County Government radio station Designated employees available for crisis /emergency communications Guided tours County Government 101 sessions (Citizen Academy) Town Hall meetings County expo -16- 37 Formatted: Font: Bold, Strikethrough Formatted: Font: Bold, Font color: Red, Not Strikethrough Formatted: Font: Bold, Strikethrough W APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF 944-5-l-&012015 • Active engagement with other communicators within Orange County (Town of Chapel Hill, Town of Carrboro, Town of Hillsborough, UNC, OWASA, etc.) • Branding — use of a county wide graphic or logo (indicating this is a service of Orange County provided with your tax dollars) o Creating graphics standards (including business cards and stationary) • Coordinated communicators team of County PIO type staff • Rich Site Summary (RSS) • Blogs (County or posting to an independent site such as Orange Politics) • Monitor Orange County sanctioned social media tools for content and currency • Membership with regional and national communication organizations • Employee newsletter • Yard signs (like small campaign signs) • Billboard • Burn /duplicate CD /DVDs of Orange County content for public distribution • Multimedia • Newspapers • Direct Mail • Special Events • Translation for any of the above -17- 39 APPROVED BY BOCC ON XX /XX /XX UPDATED AS OF ^ "' 12015 PLACEHOLDER FOR APPENDIX C MEDIA RELATIONS POLICY (to be developed later) -18-