HomeMy WebLinkAboutAgenda - 09-12-2000-5ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: September 12, 2000
Action Agend~
Item No.
SUBJECT: Strategic Communicatians Plan
DEPARTMENT: Board of County
Commissioners
PUBLIC HEARING: (Y/N) No
ATTACHMENT(S):
Yes -Communications Goal
Strategic Communications Plan
INFORMATION CONTACT:
Moses Carey, Jr., ext 2130
TELEPHONE NUMBERS:
Hillsborough 732-8181
Chapel Hill 968501
Durham 688-7331
Mebane 336-227-2031
PURPOSE: To update the Board of County Commissioners on the progress made to date on
the Orange County Board of Commissioners Strategic Communications Plan (SCP) and to
discuss further implementation of the remainder of the plan.
BACKGROUND: The Orange County Board of Commissioners approved on September 30,
1999 the Strategic Communications Plan through item "C". The SCP is included in the Board of
County Commissioners' Communication goal approved last spring.
Notations have been included under each item of the SCP to indicate the progress made to
date. At the end of item "C", there is a list of additional accomplishments in an effort to enhance
the communication efforts of the Clerk's office and the County Manager's office. A number of
technology improvements have been implemented which provide citizen access to County
information.
FINANCIAL IMPACT: Unknown at this time. This depends on Board action on further
implementation of the SCP.
RECOMMENDATION (S): To discuss accomplishments and provide direction to Staff on
revisions, additions and/or further implementation of the SCP.
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S
APPROVED
ORANGE COUNTY BOARD OF COMMISSIONERS
STRATEGIC COMMUNICATIONS PLAN
NOTE: The County Commissioners approved on September 30, 1999 the SCP through C.
The purpose of the Orange County Boazd 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 Boazd's
goals for effective communication.
OVERVIEW
The Strategic Communications Plan seeks to accomplish the following objectives:
• Enhance communications between the Boazd and citizens;
• 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 cleazly, 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;
• Provide more direct means for the Boazd 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.
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 Boazd. All communications from Orange
County will follow adopted County policy.
A. CABLE TELEVISION
_1. Televising of County,Commissioners meetings
A primary communications goal for the 1999-2000 fiscal yeaz is the televising of County Commissioner
meetings. This is to be accomplished via public access cable television, perhaps vn atape-delayed basis.
NOTE: The Board approved this and it began February 1, 2000.
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2. Public Service Announcements and Meetin I formation
Public service announcements prepazed 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 calendazs should also be provided to the cable
television channel for prompt and complete airing.
NOTE: This is being done.
3. Monthly able 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 Boazd of
County Commissioners, in order to function as part of a coherent communications strategy.
NOTE: These will begin September, 2000.
B. PRESS RELEASES AND MEDIA REIATIONS
While the descriptions in this section deal specifically with press releases, the general principles articulated
can be utilized for other communication methods.
1. Types 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. Efland-Cheeks Community Pazk)
b. Achievements and awards (e.g. awards for financial reporting)
c. Major hirings (e.g. hiring of department heads)
d. Health and safety announcements (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.
NOTE: To encourage County Departments to send this information to us, there is a form
on the County's Intranet site that County Department Heads can complete which will give
the Clerk's office the information to write the press release. Buck Tredway and Sharron
Hinton will be doing a training, session in the fall to encourage more participation.
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.
NOTE: ALL press releases are coordinated through the Manager's and/or the Clerk's
office with specified exceptions concerning matters of public health and safety.
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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 Board. As is the case with all press releases, these releases should relate directly to adopted County
policy.
NOTE: Ongoing
b. Based on county schedules, and in consultation with the Manager and the Clerk to the boazd, the two staff
members responsible for writing press releases (Management Analyst and 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.
NOTE: Ongoing
c. For events that require more than a simple, straightforwazd notice, and when there is time, every effort
should be made to increase the attractiveness ofpress releases to members of the news media, as for example,
adding a human interest "peg" or "hook" to attract attention.
NOTE: Most press releases have been straightforward because of their content - CP&L,
Solid Waste, Vacancies on Boards and Commissions, etc.
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 aze 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.
NOTE: In order for this to be effective, staff must know who makes the final decision on
using such communication.
3. trategies~or_ExPanded 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 Boazd of Commissioners and County advisory boards are included in the weekly "bulletin
boazds" published by local newspapers.
NOTE: ALL of #3 is being done on an ongoing basis.
C. DIRECT TELEPHONE ACCESS
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. 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.
NOTE: The current method is working effectively. Questions of a general nature are
referred to the Clerk and she provides an immediate response. We think this needs to be
further discussed by the Board. (The Clerk does have a direct line into her office with the
new telephone system)
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 and County Manager apprised of
the nature of citizens' concerns, haw 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.
NOTE: Staff is looking into developing a system similar to the one that Durham City is
using. (Handout) --Whether or not we need something of this magnitude needs to be
discussed. This does address the concern of providing information 24-hours a day for our
citizens. This service could be contracted out.
THIS IS THE END OF WHAT THE BOARD HAS APPROVED OF THE SCP. I WOULD LIKE TO
BRIEFLY UPDATE YOU ON SOME OF OUR OTHER INiTIATNES.
• It was suggested that administration of the County's web site be shifted from IS to the Clerk's Office
and this has been done.
• Boazd of County Commissioners Access to the Intranet. has been provided.
• It was suggested that.the Manager develop and implement a plan to post appropriate lists of pending
items on the intranet and this has been done.
• The Citizen's Guide is being developed.
• Information Inserts far the annual tax mailings and also the monthly automobile tax mailings have been
developed.
• All the Boazds/Commissions data is on the intranet including the actual application of those who are
interested in serving. This can be linked to the main internet site at some point. This will provide access
to membership lists of all the County Boards/Commissions/Task Forces, etc. It will provide an interest
list and a link to the actual application. This will also provide the interactive resume/application form as
well as a general description of each Board and current recruitment information.
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• We were requested and have on the Internet site the information as requested by the Adult Home Care
Advisory Commission. It is part of the Department on Aging web site. For all other agendas and
minutes of other County Boazds and Commissions, we feel that they should be part of the web page for
the department which is providing the staff support for that particulaz boazd/commission. We will be
developing that over the next six months.
• The minute index is on the Intranet for easy access to information from 1937 -present.
•:- A direct link from the County's homepage to the community services Information and Referral guide for
Orange County has been established.
• A direct link to all of the Orange County legislative delegation home pages and email addresses has been
set up for easy access to our legislators.
• Agenda summaries aze posted on the County's website for all regulaz agendas.
• The agenda and background information in its entirety is on the County's website.
• We have provided links to external sites like Chapel Hill and OWASA who post agendas and minutes on
their web page. This will allow easy access to other agendas and minutes. We will add more as they aze
available.
• BOCC Goals aze on the Intranet site as well as the BOCC goals far 2000-2001 (proposed).
At the present time, Buck Tredway is serving as the webmaster, updating the site as requested. He maintains
the meeting calendaz and schedule. At this time there aze still six County departments which do not have a web
page. IS Director Dick Taylor and Buck Tredway aze working with Information Technology Systems (ITS)
which is a state agenda to evaluate our website (Internet and Intranet), site redesign, training for County
departments and maintenance. Also included in this proposal will be a request to recreate sections of the
County's website in Spanish. This contract is pending Board approval.
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 Boazd, such as brief biographical data, could also be
added.
We have provided a-mail addresses for Commissioners and a listing of telephone
numbers and mailing addresses on the County's web site. The County Commissioners
,page is included in the contract with ITS which is pending Board approval.
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
appeazance 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).
Ongoing
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.
Web redesign pending Board approval
c. The agendas of various County advisory boazds aze posted prior to their scheduled meetings.
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Departments responsible are posting agendas and schedules.
d. County departments get individual Web pages posted at a reasonable pace.
Included in proposed contract with ITS pending Board approval.
e. Other appropriate additions are made, including a Youth Voices area.
3. Process for Improving 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.
NOTE: THIS HAS BEEN DONE.
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 improvi~ig the site.
NOTE: ONGOING
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.
NOTE: ONGOING
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 Boazd.
NOTE: THE COUNTY COMMISSIONERS HAVE ACCESS TO THE COUNTY'S
INTRANET SITE.
2. Improved Provision o£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 ofpending items, such as those
that aze 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.
NOTE: THIS HAS BEEN ACCOMPLISHED.
b. The Intranet is the logical place to develop a County calendaz of community events, wherein a directory is
established listing everything from park dedications to dinners and "roasts" sponsored by service organizations
to local appeazances by state and national legislators.
F. OTHER CO CATIO DEVICES
1. Citizens' Guide
The staff should develop for Boazd 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
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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. Meetin~_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
aze 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 Boazd 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.
NOTE; THIS IS BEING DONE ON AN ANNUAL BASIS.
4. ornmunication with Count Em to ees
a. The staff should develop a plan for Board approval to enhance Boazd communication with County
employees. This plan could include a column written by the information specialist on behalf of the Boazd in the
employee newsletter, Orange Alive, detailing recent decisions and policies of particular interest. Since County
employees are ambassadors for the government, sharing information with them will also further public outreach.
Board. will need to provide direction to staff on implementation, frequency, content,
etc.
b. The plan also could include a Boazd site on the Intranet that provides an interactive forum whereby
employees could pass along questions, suggestions, comments, and concerns, either anonymously or with
identification.
Board needs to provide direction to staff.
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, evacuations and other emergency situations.
Information updated August 18, 2000