GOAL 1: IMPROVE INTERNAL COMMUNICATIONS TO BETTER SERVE THE PUBLIC 1. Continue to proactively inform Council on management meeting outcomes and department highlights. Identify new tools and practices to facilitate this communication. CAO and Corporate Administration. IN EFFECT ACAO distributes weekly to Council. Page 2 Ongoing. As required. 2. Share correspondence received from the public with Council in a more timely manner. 3. Flag annual issues and announcement cycles in advance for Council, supported by new tools (Communications calendar and plan). Corporate Administration and CAO, Consultant and IMPROVED. Need to clarify process Re: correspondence log. IN PROGRESS. Needs further input. End of February. Quarterly. 4. Proactively inform Council on emerging developments and support communication with plain language messaging/speaking points, fact sheets, and more detailed backgrounders where necessary. Consultant and senior IN EFFECT. 5. Summarize and circulate Council meeting decisions to share internally after Council meeting ( Council Corner ). Corporate Administration. IN EFFECT. Ongoing, twice monthly. 6. Consider creating an internal e-news bulletin message from CAO highlighting Town priorities, initiatives, and seasonal information. CAO, staff and TBD. Perhaps monthly or quarterly. 7. Continue to hold tailgate meetings at satellite locations (public works and parks) staff, and regular team briefings. CAO, and senior IN EFFECT. Good response from
Page 3 8. Brief front-line staff on emerging developments and hot topic issues. Share press releases, fact sheets, Q+As, etc., in advance with Support with statements where needed. 9. Work with staff in creating an intranet site or other e- based tool with a moderating comments feature and area for general enquiries, frequently-asked questions, departmental pages, and info page. 10. Continue to have Chief Administrative Officer and Deputy Administrative Officer host casual speak easy coffee breaks at satellite work sites and Town Hall for a casual update to staff, to receive feedback, encourage idea-sharing and questions. Corporate Administration, senior staff and Senior staff, IT, and IT to identify cost implications. Check with Bring forward April 2014. Positive staff feedback received. Work in conjunction with modernization strategy. Fall 2014. CAO and senior As required. 11. Gather feedback on effectiveness and format of semiannual All-Staff dinner meetings. Consider identifying other opportunities for goals of: encouraging open discussion of ideas, gaining presentation skills and learning more about respective roles. Staff time and budget. In effect with varied participation. Review with staff input. Fall and spring. 12. Increase opportunities for cross-departmental collaboration for team-based projects and initiatives (e.g. green team ). Senior staff, consultant and staff time. Identify with staff input. As required. 13. Include staff suggestion e-boxes in lunch rooms for topic-based new ideas (e.g. efficiency, innovation, cost
savings, etc.) and share success stories. IMPLEMENTATION SCHEDULE 14. Collaborate with staff in the creation of a value-based visual identity for the organization, with departmental logos and consistency in design and graphic standards. 15. Carry out communication check-ins to monitor feedback, identify evaluation mechanisms, guide internal communication skills development, and pick up good ideas for communication tools and content for sharing. Consultant and staff time. Senior Staff, consultant, and identified. Inconsistent use of traditional suggestion boxes. Work with staff to identify topics. Incorporate as part of intranet or other electronic communication tools. Positive feedback and response from Incorporate in to report and letter templates and other communication materials. Introduced Fall 2013. Positive feedback and input from staff on content sharing. Page 4 Bring forward May 2014. Begin April 2014. Ongoing. 16. Increase the number of subject matter experts and spokespeople at Town Hall and provide media training and resources. 17. Establish standards for common communication products and hold workshops or lunch and learns on communication product writing. 18. Clarify the role of corporate communications within the organization and enhance the ability of this function to support the organization. CAO, Budget: $5,000. Staff and consultant time. Budget: $1,000. Graphic design and training. Consultant and senior Increased use of subject matter experts in 2013. Training recommended in spring 2014. Recognized need for standard templates. Dovetails with website and portal branding. Function introduced to organization mid 2012. Provide quarterly workplan updates to April 2014. May 2014. Ongoing
19. Identify annual communication needs, and targets for each area of the organization; fold in to annual reporting. Consultant and senior CAO and Council. Page 5 No performance measurement. Begin May 2014. 20. Consider writing and publishing an annual report to identify performance goals across Town work areas and to communication accountability and transparency of the Town s work. 21. Foster leadership s understanding of the communications function. Consultant and senior Approved for drafting. Use Communities in Bloom template. Begin March 2014. CAO, senior staff and Improving. Ongoing. GOAL 2: ENHANCE STAKEHOLDER RELATIONSHIPS 22. Leverage stakeholder groups as part of Town s communication team distribution channel, solicit feedback, pulse-checking, help to identify key issues, etc.. Staff, consultant and resident s time. Topic-based, more opportunity for input. Consider holding a session in April. April 2014. 23. Continue to participate in meetings of stakeholder groups as a vehicle to explain Town initiatives, especially in the broader context, and address issues. consultant time. IN EFFECT. 24. Identify community groups and opportunities to reach younger demographics as well as new residents, for inclusivity and diversity in municipal process. Consultant and senior Identify youth appointments to Select Committees, for example. April 2014. 25. Boost understanding of media processes to staff (e.g. deadlines, formats for receiving information, aspects of common communication products, etc ) Consultant and Opportunity for staff training through workshop. April 2014.
26. Ensure that enquiries from media are given a high priority and responded to as quickly and efficiently as possible. Page 6 Consultant and Now more coordinated. 27. Follow through on outlining process and procedures for media relations and how media calls are received. Consultant and Now more coordinated, provide tips to 28. Continue to host briefing-style presentations and info sessions for media, particularly around annual planning (e.g., September media briefing). 29. Support major projects (especially technical information) with communication tools such as backgrounders, Q+As, resource lists, info graphics etc CAO, senior staff and Consultant and senior NOW IN EFFECT. Good feedback received, assisted in planning communications items, feature stories, coordination of information. NOW IN EFFECT. April 2014. Annually (September), and as required. 30. Continue to identify and promote interesting newsworthy stories to local, regional and national media and update targeted media lists. Consultant and input from IN EFFECT. Ongoing. 31. Maintain check-in calls with media to gather feedback. 32. Continue to use Facebook and Twitter as tools to share newsworthy information with media and residents (e.g. public notices), disruptive projects (e.g. roadworks), meeting reminders and news releases. Consultant. IN EFFECT. Ongoing. Consultant and staff, as identified. IN EFFECT and growing audience. Ongoing
33. Using communications calendar as a tool, identify biweekly posts, as well as special happenings or timesensitive updates. Consultant and IN EFFECT, good input received from front line 34. Share social media policy and guidelines for use. 35. Continue to host briefing-style presentations and info sessions for groups, particularly around annual planning (e.g. budget workshop). Consultant. CAO, senior staff and Drafted. To be reviewed by Corporate Administration. NOW IN EFFECT, positive feedback received. Bi-weekly. Page 7 March 2014. Annually (September) and as required. 36. Support major projects (especially technical information, or local government process explain the why behind decisions) with communication tools such as backgrounders, Q+As, resource lists, that groups can distribute to their members. Identifying and monitoring. 37. Participate in speaking engagements and public outreach opportunities, including youth outreach. Chart out annually, include in communications calendar. Ongoing, as identified. 38. Maintain a current electronic distribution list to key stakeholder groups and community partners, and interested parties. Senior Staff, and IN DEVELOPEMENT. Begin promoting in May 2014. 39. Ensure effective coordination and distribution of information on regional projects that affect residents (e.g. water management, agricultural planning, policing, tourism, etc ) consultant as required. IN EFFECT. Good working relationship with communications managers in other jurisdictions. Informal meetings held every
second month. GOAL 3: ENCOURAGE AND ENRICH PARTICIPATION IN COMMUNITY ENGAGEMENT AND DIALOGUE 40. Boost the website as a main source for meeting schedules, announcements, materials; make Reading Room area easily accessible and more at the forefront. 41. Make sought-after material part of quick links on website or as a button to an info page (e.g. fire hall). Consultant and website redevelopment budget ( up to $2,000) Consultant and graphic designer. IN PROGRESS. Part of website redevelopment. Page 8 Finalize for May 2014. IN PROGRESS. Finalize for April 2014. 42. Introduce a standard checklist for consultation activities and advertisement of community engagement events. Develop in consultation with Senior Staff. Begin June 2014. 43. Go beyond statutory requirements for ads, consider a full-page advertisement that could incorporate public notices and promote engagement activities/address visibility of current advertisement. 44. Raise awareness about local government processes through actions identified in Goal 2 area and by promoting opportunities through activities in Local Government Awareness Week. 45. Take it out of Town Hall offer consultation opportunities where people like to gather or at places and times convenient to the public. (e.g. Ravensong pool). Consultant and $677 per page (a 50% discount on current column inch rate). Council, senior staff and Growing demand from public. Effective use of ad spend vs. Noteworthy. Growing demand from public. Make more information available on website, using plain language. Identify opportunities. Continue with community table at Farmers Market in summer months. Put in to effect for April 2014. May 2014. Begin June 2014.
46. Consider using more informal consultation techniques such as cafés. 47. Consider holding Town Hall meetings to give opportunities to the public to ask questions about Town priorities and initiatives. 48. Continue to encourage use of best practices in public engagement and provide training to staff on facilitation and engagement. Council, Director of Planning, senior staff and Council, senior staff and Effectively used during cultural planning process. Consider for Waterfront Master Planning Process. For Council and senior staff s consideration. This could be for OCP and other major Town planning initiatives. To be discussed with Planning Director and senior Fall 2014 Fall 2014. Fall 2014 Page 9 49. Incorporate creative engagement strategies that will draw in a larger and diverse participation base. 50. Where appropriate, for hot button issues, consider using a neutral facilitator to offer more opportunities for staff to listen and participate, rather than mediate. Senior Staff and Facilitator Identify opportunities in consultation with Senior Staff. To be determined by Council and/or CAO. Fall 2014. As required. 51. Plan consultation activities well in advance to take advantage of promotion opportunities and to possibly link to other events. 52. Incorporate polling feature in website redevelopment. 53. Use Facebook for more informal feedback from public Senior Staff and Senior Staff, consultant and web designer. More coordination with senior staff and use of communication calendar. Quarterly. IN DEVELOPMENT. Finalize for May 2014.
on certain topics. IMPLEMENTATION SCHEDULE 54. Take advantage of programs such as Place Speak to promote and offer better access to participation in larger planning projects. 55. Explore costs associated with video streaming of Council and Committee of the Whole meetings, and incorporating hearing accessibility improvements to the Council Chamber. Consultant and staff, as required. Director of Planning. Various fee packages. Corporate Administration and budget. IN EFFECT. For consideration. Page 10 Ongoing. As identified. UNDER REVIEW. Finalize for June 2014. 56. Summarize feedback received and share through communication channels (e.g. on website, in Council packages, social media, etc.). Consultant and Need for consistency in this process. 57. Review, and possibly improve, the acknowledgement card process. 58. Request regular input from the larger public on how they would prefer to receive information from the Town (social media, print advertisements, news stories, website, direct mail, Noteworthy newsletter, utility bill notices, etc..) CAO, Corporate administration and Consultant and staff time. NEW PROCESS IN EFFECT. Request feedback from residents as part of annual, ongoing communications monitoring. Integrate into public consultation and engagement channels, as well as new communication channels such as web polling and social media. Evaluate printing and ad spend. February 2014. Fall 2014. 59. Ensure, in current website redevelopment process, that accessibility standards such as font size are met, along Senior Staff, consultant IN PROGRESS. Finalize for April 2014.
with ease of access to quick links from the home page and department iconography. and web designer. Page 11 GOAL 4: IMPROVE ISSUE READINESS AND TIMELY DISTRIBUTION OF INFORMATION 60. By furthering a culture of communication within the organization, better equipping staff to interact with key stakeholders, and respond to issues more effectively through training, to ensure constructive dialogue. Staff and training budget. Identify for training. Fall 2014. 61. Outline procedures and protocol in advance for responding to issues, include various communication channels, and template tools to assist Council, senior staff and Begin July 2014. 62. Consider reviewing status of issues and the organization s response; use collected feedback in evaluation and ways to improve going forward. Consultant s time. Consider annual review. Annually. 63. Identify in advance who the spokesperson is for responding to particular issues/topics. Council, senior staff and Improving. 64. Prep front line staff on how to respond to questions from the public, support with resources for the public. Senior Identify for training. 65. Identify in advance the desired outcome on issues and then work with staff and Council in developing key messages in advance. 66. Create an inventory list of local stakeholder groups and partners, and their interest areas, which can be viewed and updated by staff in order to broaden the understanding of where communication needs to be CAO, senior staff, and Consultant and staff time. Inconsistent. DRAFT started. Finalize for June 2014.
improved on specific issues. IMPLEMENTATION SCHEDULE 67. Create an internal neighbourhood notification checklist to ensure advance notification to the public of disruptive works projects. Directors of Planning, Engineering, staff and IN DEVELOPMENT. Identify improvement. More top of mind with senior 68. Enhance communication capacity of staff tasked with communication with ongoing professional development to stay current on issues management. Staff time and training. Skills assessment required. Annually. Page 12 69. Integrate communications planning with public safety/emergency preparedness planning. 70. Identify where communication and issue-anticipation could be improved. Senior staff, Fire Department, and volunteers. Council, public, staff and TBD Begin 2015. Integrate with other public consultation and engagement activities.