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HomeMy WebLinkAboutCAO-010-13 Cladyiwn REPORT CHIEF ADMINISTRATIVE OFFICE Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: October 7, 2013 Resolution #: _ t y-law#: Report#: CAO-010-13 File #: Subject: COMMUNICATIONS STRATEGY RECOMMENDATIONS: It is respectfully recommended that the General Purpose and Administration Committee recommend to Council the following: 1. THAT the communications strategy as set out in Report CAO-010-13 be approved. Submitted by: Franklin Wu, Chief Administrative Officer CC:FW CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379 REPORT NO.: CAO- 010-13 PAGE 2 1. PURPOSE The purpose of this report is to set out the Municipality's Communications Strategy based on needs and preferences identified by residents in the recent customer service survey. 2. BACKGROUND 2.1 Report CAO-003-13 provided a progress report on "Connecting Clarington", one of six Strategic Priorities in the 2011- 2014 Strategic Plan. That report indicated that further work would be undertaken on one of the actions under this priority- developing a communications strategy. It was noted that a survey would be undertaken that would provide input into the strategy. 2.2 The survey has now been completed and results were reported in September in Report CAO- 008-13. That report indicated that next steps would include reviewing the data on municipal communications and developing a Municipal Communications Strategy to reflect the opinions of residents. 3. KEY FINDINGS FROM THE SURVEY 3.1 The Municipality currently informs residents using several methods. These are listed below in order of preference chosen by the respondents to our recent survey when asked "What is the most effective way for your municipality to provide information to you?" Percentages shown are those who selected the method as "effective" or "very effective". - Posting materials (almost daily) on the main municipal website: 62% - Insert in tax bills: 59% - Emails to recreation program users: 58% - Purchasing advertising (approximately three full pages/month) in each of Clarington This Week and Orono Weekly Times; 57% and 24% respectively - Publishing the Recreation and Leisure Guide (four times a year): 45% - Publishing other municipal literature in paper form and making it available at municipal facilities, e.g., Public Swim/Skate Pocket Schedules; Plan Your Escape flyer (Fire); Animal Services Responsible Pet Owner brochure; Planning information guides: 44% - Hosting public information sessions and open houses: 44% - Creating social media postings via Twitter and Facebook: 24% and 31% respectively although more than 40% chose these methods as not effective - Cable TV broadcast of Council meetings: 14% - Announcements at Council meetings: 10%. The survey did not ask about communications methods not currently in use. However, when asked "What actions can the municipality take to improve its communications with residents?" 82 residents took the time to provide comment and by far the most popular suggestion, (27 respondents) was to establish an REPORT NO.: CAO- 010-13 PAGE 3 email newsletter or email notification of significant matters. Improving the website was also a frequent mention. The Municipality also informs through a couple of other methods that were not included in the survey menu choices: • Issuing media advisories (seven in 2012 with the majority related to Emergency and Fire Services) • Publishing every three weeks the Planning Services E-Update. This is a two to four page newsletter distributed by email to about 300 subscribers • Developing web blogs (101 blog posts). 3.2 The survey also asked residents about 33 services and for which of these services did they want information pushed out to them. In only seven services did more than 30% of respondents indicate they wished this action taken: • beaches/waterfront (39%) • winter road maintenance (33%) • trails & paths (33%) • preservation of natural environment (32%) • reviewing subdivision and zoning proposals (32%) • land use planning (31%) • public parks (31%). 3.3 Residents were also asked about other information (not specific to a service) that they would liked pushed out to them. Here are the rankings of these other items where the rankings were greater than 30%: • service interruptions (69%) • community events/happenings (67%) • key decisions of municipal council (66%) • key matters that are before council to decide (62%) • proposals concerning how specific land could be used (58%) • volunteer and committee opportunities (48%) • how to prepare for an emergency (45%) • municipal financial information (31%). 3.4 As noted, the website is a key method that residents wish the Municipality to use to communicate with them. Satisfaction with the website was in the low 70s on matters of navigation, ease of finding what one was looking for and look and feel of the website. 58 residents offered comments on the open ended question about suggestions for improving the website and by far the most common comment concerned the look, feel and professionalism of the site. REPORT NO.: CAO- 010-13 PAGE 4 4. COMMUNICATIONS STRATEGY 4.1 With the benefit of the survey results we are now in a better position to develop a communications strategy in order to implement the Municipality's Strategic Priority of Connecting Clarington. It is attached. 4.2 The strategy was developed by taking this survey data and customer comments and researching how others have best dealt with this kind of feedback to arrive at solutions that fit the culture of the community. 4.3 This research included reviewing (a) communication strategies (b) external reviews of communications services of other organizations and (c) communications products of municipalities and organizations recognized as leaders in this area. Inputs were also sought from communications professionals in other municipalities as well as experts in the private sector. 5. KEY MESSAGES AND COMMUNICATING THIS REPORT 5.1 The key take-aways for the public are: • The Municipality of Clarington places a high value on communications • Our approach to communications has been shaped by what our customers have told us is important to them — both in terms of what they want information about and how they wish to receive it • Over the next few months, customers will see improvements in the readability of our council reports and the ease of use of our website and the introduction of an electronic newsletter. 5.2 Council's decision on this report will be communicated through a media advisory and social media postings with thanks provided to all residents for providing their feedback through the survey as it has helped shaped the result. Specific communications actions will be taken as components of the strategy are developed, e.g., communicating about how residents can sign-up for the monthly electronic newsletter. 6. CONCLUSION 6.1 The attached Communications Strategy is a priority for the Municipality. It identifies the ways and means that the Municipality can effectively communicate to its residents. It also provides clear roles and responsibilities for everyone in the organization. Council approval is paramount to give legitimacy to this very important document. 6.2 Implementation and delivery of the Communications Strategy will be co- ordinated by the Communications Manager in collaboration with various REPORT NO.: CAO- 010-13 PAGE 5 departmental staff to ensure the strategy is adhered to. In addition, the Corporate Communications policies will be updated to reflect the strategy. CONFORMITY WITH STRATEGIC PLAN —The recommendations contained in this report conform to the following priorities of the Strategic Plan: Promoting economic development Maintaining financial stability X Connecting Clarington Promoting green initiatives Investing in infrastructure Showcasing our community Not in conformity with Strategic Plan Staff Contact: Curry Clifford, MPA, CMO, Corporate Initiatives Officer Attachment: Municipality of Clarington Communications Strategy Attachment 1 to Report CAO-010-13 October, 2013 MUNICIPALITY OF CLARINGTON COMMUNICATIONS STRATEGY What is the purpose of-this document? The purpose of this document is to set out the communications strategy for the Municipality of Clarington. Why a Strategy now and how was it developed? This strategy accompanies Report CAO-010 43 (Communications Strategy) and should be read in conjunction with that report and Report CAO-008-13 (Customer Service Survey Results). The former provides background on why a strategy now and how the strategy was developed. The latter provides survey data on customer views on communication needs and preferences. What is included in this Strategy? Here is an outline of this Strategy: Goals Application Principles Roles and Responsibilities • Role of the Mayor • Role of Staff • Role of the Communications Division Communications Actions • Context • Three Priorities: • Approaching communications as a key business activity that is an enabler of effective governance and administration • Developing the Municipality's website so that its orientation is outside in • Developing a regular electronic newsletter • Ongoing Tactics • Media Relations • Social Media • Public Events • Public Consultations • Advertising 2 GOALS The three goals of this strategy are to: 1.' respond efficiently and effectively to the needs and preferences of Clarington residents for how they would like to receive information and the type of information they would like to receive 2. help ensure that accurate information about the Municipality of Clarington, and the programs and services that we deliver, is communicated professionally, in a timely manner and using formats that are accessible to the public we serve 3. provide clarity about the various roles in communications. APPLICATION Where there is conflict between this strategy and any other policies or practices affecting the matters set out here, this strategy shall prevail except where the strategy is in conflict with provincial or federal statutes. PRINCIPLES Some general communications principles should guide decisions about what we communicate, when we communicate it and how we communicate it. The Municipality of Clarington will: • Communicate in an efficient and professional manner • Be open, transparent and accountable • Value public input and two-way communication • Share information in a timely manner • Communicate in plain language, using diverse and accessible formats, and • Protect the privacy of individuals. ROLES AND RESPONSIBILITIES The Role of the Mayor The Mayor is the official spokesperson for the Municipality and may utilize all communication tools to communicate with the residents and is expected to share information about media inquiries and public feedback with staff so that municipal staff are well informed and responsive to needs. The Role of Staff All employees have a role in ensuring the principles noted are met. Staff should: • Use a team approach to identifying and managing communications needs • Help to identify issues that need to be managed • Identify communications needs at an early stage • Ensure that spokespeople are supported with accurate, up-to-date information, and • Work to eliminate surprises. Managers play a particularly important role in ensuring that communications needs within their areas of responsibility are identified and managed in a professional manner. This includes the responsibility to ensure that the Municipality meets current and future communications related timelines and obligations within federal and provincial laws and standards. Examples include the communications and public consultation provisions within: • Ontario's Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) and other privacy law • Ontario's Municipal Act 3 • Ontario's Planning Act • Environmental law • The Accessibility for Ontarians with Disabilities Act. The Communications Division can assist managers and staff to fulfill these responsibilities and help to facilitate related training, if required. The Role of the Communications Division • Providing strategic communications planning and advice • Coordinating public communication, including media relations and social media • Identifying and supporting appropriate spokespeople to respond to media and/or public inquiries • Ensuring that the Municipality's corporate identity and `brand' is communicated consistently • Ensuring that corporate responsibilities such as accessibility and privacy in communications are understood throughout the organization • Managing the Municipality's website and social media accounts • Providing advice and support for other departments and initiatives, as required, and • Providing strategic advice and communications support to the Mayor and Council, as directed Specifically, the Communications staff provides advice and assistance related to: • Strategic communications planning • Communications related policies • Issues management • Media relations • Social media • Public consultations • Graphic services and publications • Internal communications • Marketing and promotions, and • Event management. COMMUNICATIONS ACTIONS Context Communications actions start with a solid understanding of the goals, principles and roles set out above. The needs and preferences of Clarington residents and businesses for both the types of information needed and the methods they would like to receive information is also a key determinant of the communication actions that will be employed. Reference should be made to the results of the survey on this matter conducted in May-June 2013 (set out in Report CAO 008-13) and any other reliable and valid data that is relevant to the Municipality's communications that may become available in the future. Clarington will regularly assess the effectiveness of its communications. Actions should change as these needs and preferences change. Three priority actions: At the time of writing, the information available would suggest that the three priority actions should include: 1. Communications should be approached as a key business activity that is an enabler of effective governance and administration that needs to be dealt with all by all staff in a very professional manner. This means that in Council reports a brief business case for the recommended direction is set out and clarity is provided about the main message to be conveyed and how it is intended the matter will be communicated, to who, by who and by when. This is the responsibility of the report 4 author and those signing off on the report and the Communications Division should be consulted on this matter. 2. Developing the Municipality's website so that its orientation is outside in, rather than inside out —that is, organized in a way that serves the needs and knowledge of the customer rather than the needs and knowledge of the service provider(Municipal departments) and that is easy to navigate, allows visitors to easily locate what they are seeking and presents and maintains a professional image for the Municipality that is aligned with its Vision and Mission. The City of Calgary's website can be used as a model to guide the development of the website. 3. Developing a regular monthly electronic newsletter that is emailed to subscribers and posted on the Municipality's website and distributed through its social media postings that includes one consolidated communication on those subjects that the survey showed residents wish information to be pushed out to them about, e.g., key Council decisions, key items before Council for decision, community events, trails and paths. The newsletter should be modelled after Clarington's successful E planning newsletter which would be consolidated into this new newsletter. It should draw on the practices used by the Town of Ajax, the Town of Newmarket and the City of Barrie. As these are priorities, there may need to be a re-allocation of resources away from activities not identified as of this level of priority. Significant changes should be brought to Council's attention. In addition to these current priorities, the other ongoing major communications actions include: Media Relations Managing media relations is a core function of the Communications Division and the communications staff must work with other municipal staff to: • Identify and provide support to the appropriate spokesperson in each instance, whether it be program staff, the Chief Administrative Officer, or an elected official. • Ensure that information is shared effectively, internally and with Council • Ensure that communication with media is timely, accurate and appropriate • Maximize opportunities and manage potential issues, and • Determine what media relations strategy can best achieve the desired outcomes and communications objectives. All media relations activities are to be discussed with the Communications Division and the department's staff must be involved (at an early stage) in any initiative that includes: • Media interviews • News conferences • News releases • Media backgrounders • Social media activity • Public consultations, and • Public events. Social Media Corporate social media accounts operate under the administration of the Communications Division in collaboration with Municipal staff. Through this model, the Municipality, following the principles of effective communications, can offer a progressive, professional and content-rich social media presence for residents. The Municipality maintains one single, corporate social media presence for each approved social media platform. In addition the Fire Chief will maintain a Twitter account(@clarchief) as it used to advise the public if there are any service disruptions due to an emergency. The Mayor and councillors may choose to maintain their own social media presence outside of the Municipality's corporate social media account. 5 The Communications staff is available to consult with staff to identify opportunities and plan corporate social media efforts related to their departments. Staff can work with the Communications staff to plan and submit content to the corporate social media accounts. Communicating via corporate social media accounts is an important part of the Municipality's overall effort to provide up-to-date information and high-quality customer service to the public. Residents, media and members of the public may direct inquiries, questions and comments to the Municipality's social media accounts. Comments and inquiries directed to the Municipality's corporate social media accounts will be treated with the same priority and procedure as traditional media or customer service inquiries. The Municipality's corporate policy on Social Media provides all staff more detailed information on roles, responsibilities, protocols and procedures for corporate social media use. Public Events The Communications Division and the Corporate Service Department Head must be informed and involved in the planning of all public events, in the earliest stage of the planning process, and prior to their promotion in public forums. The Department Head will ensure that the Mayor and Council are notified. Public events include, but are not limited to: • News conferences • Public consultations • Community information meetings • Advertising campaigns • Festivals. Staff in the Communications Division are available to provide advice and assistance regarding the design and planning of events, to ensure that they are well-coordinated with other corporate initiatives, consistent with corporate standards and practices, and accompanied by appropriate communications support. Staff in the Communications Division will work collectively with the event organizers to ensure that all materials (signs, banners, event clothing, media materials, brochures, flyers, posters, etc.) are branded appropriately. Public Consultations The Communications Division must be informed about all public consultations at the earliest stages of planning. Mayor and Council must be notified, through the Chief Administrative Office, prior to public communication about the consultation process. Staff in the Communications Division are available to provide advice and assistance regarding the design and planning of public consultations. Furthermore, Communications staff can work with other departments to ensure that public consultations and public communications surrounding them are well- coordinated with other corporate initiatives, consistent with corporate standards and practices, accompanied by appropriate advertising, supported by traditional and social,media coverage, and compliant with legal and/or regulatory obligations. Staff in the Communications Division will work collectively with the event organizers to ensure that all materials(signs, banners, event clothing, media materials, brochures, flyers, posters, etc.) are branded appropriately. 6 Advertising The Communications Division is responsible for managing advertising for the Municipality, including public notices, legislative ads, brochures and publications. Staff in the Communications Division will provide advice and assistance regarding the design and planning of advertisements. Furthermore, Communications staff can work with other departments to ensure that advertisements are well-coordinated with other corporate initiatives, consistent with corporate standards and practices, supported by other communications tactics, if applicable, and compliant with legal and/or regulatory obligations.