HomeMy WebLinkAbout27- City Manager ORIGINAL
CITY OF SAN BERNARDINO REQUEST FOR COUNCIL ACTION
From: Charles McNeely, Subject: City of San Bernardino Strategic
City Manager Communications Plan
Date: January 10, 2011
MCC Date: January 10, 2011
Synopsis of Previous Council Action:
No previous action taken
Recommended Motion:
Approve the City of San Bernardino Strategic Commu ' ions Plan and di ect the City Manager
to implement
Signatur
Contact Person: Heather Gray Phone: 5916
Supporting data attached: Staff Report/Powerpoint Ward(s): Citywide
FUNDING REQUIREMENTS: Amount: N/A
Source:
Acct. Description:
Finance:
Council Notes:
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Agenda Item No. 02
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CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
Staff Report
Background:
At the March 2010 retreat, entitled "Building a Better Community," the Mayor and Common
Council defined a vision and identified a set of strategic goals to achieve that vision. During this
retreat, the City Manager presented a number of organizational strategic initiatives designed to
assist in implementing the direction and vision of the Mayor and Common Council. The major
components of one of these initiatives, "Building a Better Community through Strategic
Communications," involved a complete assessment of the organization from a communications
perspective by the Manager of Communications, in order to develop a city-wide communications
strategic plan to help ensure that the Mayor and Common Council's goals and objectives are met.
Since the retreat, the Manager of Communications has performed a peer communications
assessment by interviewing Councilmembers, staff and the public to garner their input and
completed an analysis which outlines potential strengths, weaknesses, opportunities and threats
to the organization. Additionally, the Manager of Communications performed a complete
communications audit of the City, which included assessment of internal and external methods of
communication.
The proposed City of San Bernardino Strategic Communications Plan, (attached) presents a
series of recommendations for review and approval by Mayor and Common Council. These
recommendations range in scope from the creation of a standard media policy to potential future
rebranding strategies. The plan also contains several appendices, including an action plan, a
completed media policy, social media policy and a marketing plan for SBETA. The Strategic
Communications Plan is a living document that will change or develop over the next two years
and will provide initial direction for the City's newly established communications program.
Financial Impact:
Acknowledging the City's financial situation, most of the marketing and public relations
strategies included in the plan are those that can be accomplished at a nominal cost. The
recommendations that potentially involve larger costs are identified and included for discussion
purposes, should Council determine to direct staff to move forward in exploration of those
strategies.
Recommendation:
Approve the City of San Bernardino Strategic Communications Plan and direct the City Manager
to implement.
Attachments:
1. Strategic Communications Plan
1
City of San Bernardino
2011 -2012
Strategic Communications Plan
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AUTHORS
This document was prepared by:
Heather Gray, Manager of
Communications
City of San Bernardino
909-384-5916
Gray_he @sbcity.org
VERSION HISTORY
Date Document Document Revision History Document Author/Reviser
Version
June 2010 1 Communications Assessment City Manager
August 2010 2 Reviewed with Dept. Heads Heather Gray/Dept. Heads
Sept/Oct.2010 3 Reviewed with Mayor&Council Heather Gray
Dec. 2010 4 Reviewed first draft of Strategic Plan with Heather Gray
City Manager
Communications Plan �i)
TABLE OF CONTENTS
1. Introduction P.3
2. Vision P.3
3. Strategic Initiative P.3
4. Communications Goals P.3
5. Key Messages P.4
6. SWOT Analysis P.4
7. Peer Communications Assessment P.5
8. Communications Assessment P.6
9. Recommendations P.10
Appendix A: Communication Action Plan
Appendix B: Media Policy
Appendix C: Social Media Policy
Appendix D: SBETA Marketing Plan
Communications Plan Table of Contents
Introduction:
The City of San Bernardino is a unique community steeped in rich history with approximately 205,000
residents. In 1977,the City was named"The All American City,"but has somehow lost the charm that
once made the community so vibrant.
In April 2010, the City Manager initiated a Council retreat where a City vision and a set of strategic
goals were determined. The City's strategic communications plan will align with the Mayor and
Council's goals for the future and will provide initial direction for the City's newly established
communications program.
Vision
In 2025, San Bernardino will be a prosperous community that reflects the fabric and traditions of an
All American City. With its unique location, the City will serve as a destination for youth sports and
recreation,cultural heritage and as a hub of governmental activity and professional services.
San Bernardino is a wonderful place to live, work, and play, offering diversity in housing, amenities,
and services which will all be easily accessible through this multifaceted transportation hub.
San Bernardino will offer one of the most aggressive business incubator programs in Southern
California to assist with the acceleration and successful development of entrepreneurial companies
through an array of business support resources and services. The City will develop business initiatives
that embrace sustainable growth in the market.
San Bernardino places special emphasis on education, and works diligently to distinguish itself as a
leader in the academic forefront. The City has a top-ranked public school system and is privileged to
have one of Cal-State's distinctive campuses located within the city.
San Bernardino's historic charm melds with its modern, family-friendly atmosphere, and its cultural
diversity will be celebrated and woven throughout the community. As the County Seat, San
Bernardino takes great pride in our reputation as a role model for other cities in the Inland Empire.
Strategic Initiative
The City of San Bernardino Communications Office is dedicated to improving the image of the City of
San Bernardino and flow of information to its constituents through an aggressive communications and
outreach strategy. The goal of the communications strategy is to identify opportunities to share the
City's message and streamline the methods by which those messages are shared.
Communication Goals
1. Continue to branding a clear identity for the City and build on that image and reputation.
2. Establish"one clear voice"throughout all communication channels.
3. Maximize awareness and support of the City Council's actions, goals,and programs.
4. Achieve coordinated and consistent communications both internally and externally.
5. Establish and maintain proactive media relations programs.
6. Protect and grow positive relationships with all stakeholders.
7. Clearly establish the Communications Office as the central point for information,providing services
to Council members, executive management, departments, employees and target audiences.
Communications Plan Page 3
8. Develop and implement policies and procedures for collateral management of all materials
produced and distributed by the Communications Office as well as the individual departments.
9. Recruit and retain a professional and talented communications staff.
10. Maintain City Council's commitment to making communications a top priority for the City.
Key Messages
"The City of San Bernardino values the health and safety of its residents."
"The City of San Bernardino is planning for the future."
"The City of San Bernardino is committed to ensuring economic vitality."
"The City of San Bernardino is fiscally responsible."
"The City of San Bernardino is committed to & values customer service."
SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of
planning and helps marketers to focus on key issues. SWOT stands for strengths, weaknesses,
opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and threats are
external factors.
Strengths
• Highly qualified and knowledgeable staff throughout the organization
• The City's location makes it highly desirable
• Strong Neighborhood Cluster Associations
• The Economic Development Agency owns a public access station(IEMG Ch.3).
• Mayor and Councilmembers are very passionate about their community
• Active Convention and Visitors Bureau and Chamber of Commerce
• Services that other cities do not offer such as SBETA
• The City is working to become more business/customer service friendly
Weaknesses
• Budget issues have caused a deterioration in most areas
• Form of government is a hybrid of a Strong Mayor/City Manager form
• Elected officials often appear combative and argumentative
• Antiquated technology systems
• Utilization of free and creative ways of communicating such as social media
• Damaged reputation
• Poor media coverage
• Poor cross departmental communication
• Blight
Opportunities
• Lower cost of living than many communities in Southern CA
• Social media concepts
• Partnership with EDA to attract businesses to the City
• Market San Bernardino as an affordable community for residents and development
• Bridge partnerships with existing community assets(Cal State,schools,San Manuel)
• Organizational streamlining
Threats
• Competition from neighboring cities for both residents and development
• Perception of neighboring communities
Communications Plan Page 4
• Automated systems utilized by neighboring cities such as online permitting and online bill pay
Peer Communications Assessment:
The Manager of Communication conducted interviews with the Mayor& Council as well as staff, the
business community, neighborhood groups and the media over the past year to gain additional
perspective on the City's current communications outreach efforts.
Mayor& Council Members
Comments include:
• We care for our community and desire for it to be an inviting place where people feel safe.
• We need to become more competitive with neighboring cities in all aspects ranging from major
development to providing the simplest customer service task.
• Communication needs to be improved through all levels of the City.
• With limited funds, the City should take advantage of electronic means of communication(i.e.
Website, social media).
• We need to be more responsive to constituent needs.
Department Heads
Comments include:
• They have a lot of positive news to share with the community, but do not feel equipped with
the right tools to share these messages.
• Although they would like to better communicate both internally and externally, they do not
feel they have the time to craft messages.
• There is a shared feeling that there is not adequate communication inter-departmentally.
• They feel communication is often sporadic and it is not clear how messages should be
communicated.
Neighborhood Cluster Associations
Comments include:
• Certain feelings that the City does not adequately attend community meetings
• The City does not respond to neighborhood requests immediately with services such as animal
control,waste disposal,and graffiti removal.
• The communication between the City and its residents is very poor. There is not a community
newsletter, and lack of variety and update on events on the website calendar (content not
provided to IT to update).
• The City overall has deteriorated from the City/neighborhoods they remember growing up in
which were visibly more appealing and safer.
• The City makes a lot of promises,but rarely follows through to ensure promises are kept or set
out in a timely manner.
• We have one dedicated Neighborhood Outreach Specialist, Nick Gonzalez. Feedback from the
community would suggest that one person performing Neighborhood Services may not be
enough.
Communications Plan Page 5
Business Members
Comments include:
• It is difficult to do business with the City starting with the opening idea and trying to get proper
permission from the correct department.
• The City has not continued to streamline its process like many of its neighboring cities; the
process is antiquated.
• They do not feel they are adequately communicated with or followed up by the City in any
manner.
• They have an overwhelming belief in the community where they planted their business and
hope meetings like the Business Roundtable will continue.
Media
Comments include:
• They have never worked with a PIO at the City of San Bernardino before
• They have felt confused about"who"to call or email with a question for a story
• Their public information requests are not often answered in a timely manner
• There are often conflicting messages from one department to another on the same topic
Some of the media I have established relationships with include:
1. Sun
2. Press-Enterprise
3. Highland Community News
4. Biz-Press
5. El Chicano
6. Black Voice
7. The Asian Journal
8. TV News stations in Los Angeles such as ABC,NBC, CBS, and Fox
9. KTIE 590 News Talk Radio
10. KIXW 960 News Talk Radio
11. KCAA 1050 News Talk Radio
Communications Assessment:
Collateral/Promotional Material
The manner in which an organization communicates messages through the Web, brochures,
newsletters, pamphlets, memos etc. is very important to the City's image. A thorough assessment of
the organization revealed:
• Web Site- the City's website is sub-par when compared to other neighboring cities which
include Riverside, Colton, and Fontana. The City's web site is not easily navigable and it can
be quite confusing to find information. Other cities have a variety of events for the week right
on their home pages.
• City Newsletter- the City had an employee newsletter called "Cit-e-Lites," which was
published quarterly, however there is no evidence that a resident newsletter has been
distributed in the past 10 years.
Communications Plan Page 6
• Department Newsletters- Several departments have or have had a newsletter; however these
publications have been sporadic in nature. They do not have defined layouts which leads to
them all looking very different. Outdated material has been distributed by the City as well.
There is currently no budget available for marketing, which will make it very difficult to hire
advertising,branding or graphic artists to design the appropriate collateral for the City.
Internal Communication:
• Staff clearly has the desire to communicate with one another; however up until the new City
Manager joined the City,there was little communication between departments.
• There is an obvious disconnect between the Council Office staff and the rest of the staff. This
is a major obstacle as the Council staff should be the City's biggest champion in ensuring our
community is well-served. A similar disconnect has been noted between the Mayor's staff and
other departments.
• Intranet- Staff currently does not use the Intranet capabilities it has available. However a newly
formed Communication Task Force has been compiling information to include on the Intranet
site. The team is continually developing new ideas for improvements to the site as well.
• Council Updates-The City Manager's monthly email updates to employees as well as frequent
written updates from the City Manager to Council have made a considerable difference in the
way staff perceives communication.
• City Newsletter- the City had an employee newsletter called "Cit-e-Lites," which was
published quarterly. Due to the budget and time constraints on staff the newsletter was
discontinued.
• Development and implementation of a monthly City Manager meeting with Directors and a
weekly Department Head meeting have proven invaluable in communicating with staff.
• Construction of task forces to address issues including communication have displayed
teamwork and renewed enthusiasm for employee's jobs.
• Staff accountability toward one another appears to be improving with the new City Manager's
direction.
External Communication:
• Communication with regards to media needs to be improved.
• Currently the media is given carte blanche to call any department at will for
information. Often the Communications Manager does not find out about the contact
until reading about the interview in the paper,which is completely ineffective.
• A media policy needs to be developed by the Communications Manager with input by
the department heads. This is also posted on the employee Intranet.
• Media training for ALL employees needs to be instituted immediately.
• Web site: The City's Web site, as stated above, requires a great deal of improvement so the
City of San Bernardino may become competitive with neighboring cities.
o Use of E-tools such as E-notify has been less than successful.
• Ch.3 Inland Empire Media Group: is housed and funded in the Economic Development
Agency. There is a staff of approximately 10 people. The City has done a poor job of
utilizing this important communication tool. Greater outreach, both to the station from the
City,and to the community through the station should be achieved.
• Brandin Logo: Logos can be a very tricky area because individual taste varies it would nearly
be impossible to create a logo that everyone will buy into. However, from a marketing
Communications Plan Page 7
perspective, the City's current logo is less than professional and fails to portray the polished
look we desire to achieve. A municipal logo should look official..
• Telecommunications: San Bernardino's telephone system is extremely poor. When a person
calls the City they are often led through several automated systems and 33% of calls are
dropped altogether. This is not the image a professional organization wants to portray. One,
centralized call center could ease an already stressful environment by eliminating continual
phone calls to departments.
• CRM System for Requests: The CRM or SB Access Online, is an online constituent request
system. While the system itself is quite comprehensive, without training, it can be difficult to
use. The system should be tied into SB Direct to assist customers in answering and follow up
on questions or requests. Trained professionals would best benefit from the current CRM.
• Media: There are currently very few positive stories either published or aired about the City of
San Bernardino in the media. There are several reasons for this including:
• Lack of a communications staff,until this year,to share messages with the media.
• Even with current Manager of Communications on board, it is impossible to maintain
a complete communications outreach plan without a staff.
■ Strategic Example: The City of Reno has a staff of Public Information Officers
dedicated to different departments.
• It is important for the City to begin utilizing the media as a tool to help citizens
understand not only the challenges we face,but also its many positive facets.
• The City does not have the means to track the number of media impressions it makes
per year. Contracting a media service such as Vocus or Cision is a cost effective way
to graph media impressions, track articles for historical purposes and serve as a media
database.
• Social Media: The City currently does not conduct any social media outreach. Social media
sites such as Facebook,Twitter,Youtube and blogging sites have become a critical tool in any
business media plan. It is however, important that the City be diligent in its use of these tools
as a government body and not private industry. A survey of neighboring cities and like size
cities indicates that most all participate in some type of social media outreach.
• The City has been proactive in obtaining the domains, so upon completion of the plan
they can be implemented immediately.
• IEMG's use of social media should serve as a model for the City's outreach.
• PD also utilizes Facebook.
• SBETA is considering the idea of creating a page
• The Manager of Communications has been studying comparable cities for their use of
social media.
• Citizen Education: There is currently a lack of citizen participation through education. The
City's Police Department conducts an effective Community Academy. Additional ways to
conduct citizen outreach include:
• Town Hall meetings-engage citizens through a series of presentations
• City Hall at the Mall— engage citizens at the mall or other high traffic areas with fun
activities and educational material
o Youth Council- Involve high school and university students in the community by
listening to their ideas and formulating projects.
• Booth space at City events such as Route 66
• Citizen Academy
Communications Plan Page 8
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• Neighborhood Outreach: the City currently does not have a defined Neighborhood Outreach
program. There is one Neighborhood Specialist that recently transferred to the City
Manager's Department, but there is not a clear definition of the roles and responsibilities of
this Division.
• Marketing Strategies: Due to budgetary constraints, the City has done very little over the past
few years to effectively "market" itself; whether it is through branding initiatives or the
quality of brochures handed out to the public. Even Departments that once had strong
marketing campaigns such as EDA, SBETA or Parks &Recreation are in need of a refreshing
marketing strategy.
o In order for a marketing campaign to be considered successful, there has to be some
type of measurement tool implemented.
• Surveys: There has not been a public opinion survey conducted for several years regarding
City services. A survey would help accomplish the following:
• Gauge where public is getting information about the City
• Gauge public opinion of the City
• Determine the best methods to communicate with the public
Emergency Communications Plan
The City of San Bernardino does have an Emergency Operations Center (EOC) but does not have an
effective emergency communications outreach strategy. In the event of a catastrophic disaster, and
emergency communications plan is essential.
Technology Upgrade
While it is important to publicize the positive efforts of all departments, many of the most critical
upgrades in service come by way of technology. Therefore it is particularly important that upgrades
to technology be highlighted for the City's constituents. In 2009 a technology consultant was hired to
look at IT's process. The consultant made a series of recommendations including the creation of a
design standards handbook, a new website design, and the addition of translation to the City's Web
site.
IT has worked diligently over the past year to accomplish many of the recommendations given by the
consultant, and is continuing to work on major projects such as a complete technology upgrade, which
will eventually provide a complete E-commerce tool to the community.
While many of the changes may not be visible currently, San Bernardino's future will be greatly
enhanced by the work this Department is accomplishing.
Awards
Through meetings with Department heads, it is clear that the City has not been proactive in identifying
opportunities to submit for awards through professional associations. Many departments are short
staffed, and the often time consuming nature of applying for awards can be daunting.
Communications Plan Page 9
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Recommendations:
Best Practice Development
Because of the City's bleak forecast for its budget over the next few years, it is evident that hiring
additional communications staff is simply not an option. Therefore, the following recommendations
will assist me in streamlining my process, as well as gaining a tight grasp on both our internal and
external communications:
• Contract with a news media service such as Vocus or Cision. Without a communications staff,
a media service will serve as both a cost effective and necessary tool for the Communications
Office to perform effectively. For a subscription amount of$10,000 to Vocus, the Manager of
Communications will be able to track all media impressions, positive or negative that the City
has either pitched to the media or been picked up through another form, saving time that the
office would spend attempting to track all stories.. Vocus will track all radio, TV, print and
social media for stories including info about the City of San Bernardino.
Additionally, a media service can provide tools to help me determine the best reporters to pitch
stories to and generate reports that will provide important statistical information to the Council
regarding the effectiveness of our communications program. (COMPLETE)
Cost:Approximately$10,000 (Grant from Public Works/balance from EDA)
Creation of Annual Report
The Manager of Communications will work with all Department Heads to create an annual report.
This report should be publicized before January 29 of each new year describing the City's
accomplishments from the prior year. The report will serve as a benchmark for subsequent years, and
may also be used as a tool for the development of the Mayor's"State of the City"address.
Creation of Annual Communications Report
Similar in style to the City's annual report,the Communications Office will create a yearly publication
describing communications effort from the previous year. This report will serve as a benchmark for
gauging the success of the newly created Communications Office.
Media Policy/Social Media Policy Creation(Appendix B)
Development of standardized policies covering all facets of communication should be created,
including:
• Media policy for employees
• Policy for public records requests(media)
• Policy for social media
• Intranet
• Media contact checklist
Cost:Minimal/No cost
Media Training/Branding
It is recommended that a media training course/presentation be developed by the Manager of
Communications. This presentation will outline how the city must work with the media according to
the California Public Information Act, as well as offer tips on how to deal with the media on a daily
basis. The training should be offered to all existing employees as well as become a piece of new
employee orientation.
• Employees will be able to access all information on the Intranet after receiving training.
Employees should be asked to meet minimum standardization requirements when it comes to
branding.
Communications Plan Page 10
• The use of the City's logo vs. the City Insignia should be determined
• All employees should have a standardized signature following emails
• All employees should be trained with a standardized greeting and salutation when answering a
city phone.
Community Partner Development
It is especially important during this tough economic time that we continue to foster relationships with
important community partners such as Cal State, the Art Institute, San Manuel and others that may be
able to offer an exchange for important services.
• Develop Cal State Internship program. The Communications Manager will supervise up to 5
interns, who will be assigned to different departments throughout the city. The intern will be
responsible for handling all PR needs for assigned department.
Cost. No additional cost
• Inland Public Information Officer(PIO) Group. The Manager of Communications should lead
the charge in formulating a group of PIO's from neighboring cities and PR Directors from
important community partners such as Cal State and San Manuel. These groups can be
particularly helpful during times of fiscal uncertainty because it's an opportunity for the
communicators to share best practice strategies such as how to effectively engage the media, or
how organizations deal with communicating budgetary issues both internally and externally.
Cost:Minimal/Staff time
• Communications Task Force. Without a staff, it is nearly impossible to keep a pulse on
everything that is happening in the City,while strategizing for potential upcoming issues. It is
recommended that a communications task force be organized with one or two members from
each department to serve as a liaison for new the public or employees should know about.
Cost:Minimal/Staff time
Development of a Centralized Call Center
It is recommended that the City create a centralized call center function to help minimize the
frustration our community and business members feel when navigating through the City's "phone
tree." A call center provides a sense of ease in doing business with an organization.
• A marketing campaign will be launched to brand the call-center as "SB Direct." This call-
center will include four staff members to answer calls directly from 6 a.m. to 6 p.m., five days
a week.
• Existing staff could be pulled from different departments to ensure the call center is started and
staffed at a minimal cost.
• The call center will likely improve the use of the current CRM system.
Cost: Infrastructure costs as a part of IT's technology upgrade. Staff will be relocated.from other
departments.
Development of a Neighborhood Services Program
It is recommended that the City of San Bernardino consolidate its Council Administrative staff and its
Neighborhood Outreach staff under one streamlined Neighborhood Division. Because a
municipality's Councilmembers are the eyes and ears of the community, a sensible solution is to house
both functions under a single division. This could potentially save the City hundreds of thousands of
dollars, while more efficiently reaching out to the community.
The Neighborhood Services Program will increase the number and diversity of citizens participating in
City of San Bernardino activities and governmental processes, and maintain productive relationships
Communications Plan Page 11
between the City and its citizens through effective and innovative outreach programs such as a strong
and dynamic Neighborhood Advisory Board program,citizen education programs, and the use of
systematic public involvement practices that address community issues and problems with citizens and
other potentially affected interests.
(PROCESS BEGUN) i
Cost.Minimal/Use existing staff
Citizen Academy
As the City continues outreach to the community, a citizen academy that compliments the one
developed by PD would be an effective tool. The academy will engage residents by offering classes
once a week on a variety of City departments and services.
Cost:Minimal
Town Hall Meetings/Open Houses
Not all constituents are interested in attending a regular class such as the Citizens Academy, but are
still quite interested in learning about the City's overall direction and the services it offers. It is
recommended that under the direction of the City Manager and Manager of Communications, all City
Departments participate in a series of town hall meetings throughout the community. It is
recommended that the City aim for a minimum of 4 Town Hall meetings during the 2011 year.
Cost.Minimal
Website Redesign
The City's Website is outdated, difficult to navigate and complicated to search. Civica, the City's
current website host has offered to do a complete redesign of the City's site for less than $10,000.
Compared to other companies charging upward of $60,000 to $70,000, Civica's offer seems
reasonable and logical, as an organizations website is most often the first impression a resident or
business owner has of the City.
Accompanying this change will be changes to our list serves both by name and number of categories.
What is currently called E-notify will be called SB Connect and will offer a variety of list serves that
residents can sign up for to receive the latest news on any selected category.
As recommended by the consultant, it is advised that the City seriously consider the hire of a Web
Administrator to oversee all content placed on the site as well as to conduct training for employees
assigned to update department pages.
Cost:Marketing budget-Minimal
Written Communication
It is recommended that a regular schedule be made by the Communications Office on the following:
• Mayor and City Council Update
• Employee update
• Resident/business owner updates
Cost:Minimal/Staff time
IEMG/Ch.3
It is recommended that with the assistance of the Manager of Communications, the City perform a
comprehensive outreach strategy with IEMG to proactively reach out to the community regarding
events. Additionally the Manager of communications should continually provide the station director 1
ideas for original programming. It is recommended that the City:
• Use IEMG as a resource to communicate with residents
• Create a"City specific" show that speaks directly to issues happening in the City
Communications Plan Page 12
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• Communicate all news with Ch. 3 staff first, providing the station with ample time and
opportunity to cover a story topic.
• Develop a City Manager or Mayor show fit for broadcast each week on Youtube.
Cost: Unknown
Citizen Survey
It is recommended that the City consider conducting a yearly survey of both its employees and its
residents. Regular surveys will help the City understand which areas residents and business owners
are satisfied with, and which areas need improvement. With online tools such as Survey Monkey
available at extremely low charge, the benefits could be realized by all departments Citywide. ICMA
Citizen's survey.
Cost:Minimal/Staff time
Emergency Communications Plan
It is recommended that a team be created quickly to compile necessary emergency communication
information, and that a consultant be hired to ensure a comprehensive emergency communication plan
is created.
• The City's Manager of Communications should work closely with Disaster Preparedness to
identify weaknesses in the Emergency plan.
• Integrate IEMG into discussions. This tool could be an effective way for residents to receive
the latest information during a disaster.
Cost: Undefined
Awards
Even during a time of financial distress, there are award and recognition opportunities available,
particularly in areas identifying how an organization is"doing more with less."
• Begin by identifying(eligible)awards available to gain recognition of/for the City.
• ICMA
• National League of Cities
• National Mayors Conference
• Public Works projects
• Communication awards
o APA State/National
Cost:Minimal/Staff time
Social Media Campaign (Appendix C)
With tight budgets and a continued need for improved communications, the implementation of social
media tools is not only cost effective, but will serve as an excellent way to communicate with
constituents. A survey of other cities indicates that most are somehow engaging in social media
concepts. The level varies, and is contingent most on size of staff to monitor the content placed on
these sites. It is recommended that the City engage in some type of social media campaign.
• Begin by identifying social media outlets:
• Twitter
• Facebook
• You Tube
• Blogging sites
• Continue by identifying key players from each department that can monitor or update the
pages.
Cost:No cost
Communications Plan Page 13
Branding Initiative
Great ideas must be conceptualized and then put into motion. It is recommended that the City
consider hiring a professional branding/marketing firm to help the City determine exactly what San
Bernardino should be focusing on to attract, visitors, businesses, and potential residents. (Work with
EDA of this initiative).
While branding exercises can be costly, cities often experience payback on a tenfold scale, as those
communities are "discovered" or potential is "uncovered". Without a clear understanding of what the
city should be focusing its efforts on, it is difficult to determine how best to create an effective
marketing strategy. The strategy could include a redesign of the City's logo and tagline which sets the
City apart from other communities.
The Economic Development Agency has hired a PR/Marketing firm called Westbound
Communications to conduct a rebranding of the City's downtown corridor, so a complete "City"
rebrand seems like a natural compliment. There are a handful of planning firms that specialize in
community branding that have a remarkable track record:
Arnett Muldrow&Associates
Northstar
Great Destination Strategies
A branding exercise could also provide a great opportunity to engage the community, with a
community logo contest, or a contest amongst students at the Art Institute which could be voted on by
the community; this could also save substantially on cost.
Cost:Approximately$25,000
Major Marketing/PR Campaigns
There is definitely a need for some large scale PR efforts, but with a single staff member, it is nearly
impossible to be successful without money to contract with outside PR agencies.
A campaign should encompass many different facets of a service that the City provides, and should
tell multiple stories, all relating back to a single theme. During this assessment period, it has become
apparent that all departments are working to address better customer service. It is recommended that a
PR/Marketing campaign that focuses on better customer service would be a logical starting point.
Additionally,marketing campaigns that address the key goals of the Council,as defined at the Council
Retreat would be excellent topics.
Cost: TBD
Technolgy Upgrade
Many of the customer service upgrades being offered to the community are through changes that IT is
making. It is recommended that a heavy focus be placed on marketing the efforts attained by the
department over the year.
Increase size of Communications Team
To have an effective communications outreach effort become successful, it is recommended that the
city increase its staff to 3 people. The staff would ideally include one Director position and two
public information officer positions. Additionally, it is recommended that a Web Administrator
position be added to the communications staff in order to keep the City's website current and
continually updated with pertinent information.
Communications Plan Page 14
In lieu of staff, it is recommended that a budget be created to hire outside PR firms for specific
marketing campaigns or the planning of city events. Contracts and direction would be overseen by the
Manager of Communications.
Cost:Each FTE costs approximately$80,000 including benefits
Spokesperson/Media Contact
It is recommended that the City quickly establish a media policy, and appoint the Manager of
Communications as the centralized spokesperson. Having a single voice speak on behalf of the City
will assist in controlling and streamlining messages,as well as help with branding strategies.
Cost:No Cost
Media Outreach
It is recommended that the City increase the level of media outreach overall through various means
such as:
• Increased press releases
• Increased coverage on television news/radio news program
• Development of media opportunities such as tours of city facilities,parks
• Increased press conferences on important issues
• Increased use of IEMG for City exposure
Cost:No Cost
SBETA Marketing Guidelines- (Appendix D)
SBETA is directly related to the services the City of San Bernardino offers. However as its own
department, SBETA faces some unique marketing and public relations challenges. Therefore a
separate Appendix follows outlining some of the challenges this department seeks to overcome.
Communications Plan Page 15
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CITY OF SAN BERNARDINO
CITY MANAGER'S OFFICE
INTEROFFICE MEMORANDUM
Appendix B
TO: All Departments
FROM: Charles McNeely, City Manager
SUBJECT: Media Policy
DATE: Jan 1, 2011
Effective communication with the media is critical for the City of San Bernardino's ability to carry out its
mission of serving the public and promoting important City programs. Effective media relations best
serve the City by:
informing the public of what we can do for them
II 0 promoting t h e City's achievements,
activities and events of significance
• expanding the general visibility of the City
• ensuring that accurate information is conveyed to the public with transparency regarding
incidents and issues of a controversial and/or sensitive nature.
POLICY
The Manager of Communications serves as the official City spokesperson and conveys the official City
position on issues of general citywide impact or significance or situations that are of a particularly
controversial or sensitive nature. Inquiries from the media about such issues should be referred to the
Manager of Communications.
Depending on the specific circumstances,the Manager of Communications may designate another
Department Manager to serve as spokesperson on a particular issue.
In cases of critical significance to the City,the Manager of Communications will work with other City
officials to develop a"fact sheet"to detail the known facts of the situation and summarize the City's
position.
In the event of a crisis or emergency situation,the Manager of Communications will handle all contacts
with the media,and will coordinate the information flow from the City to the public. In such situations,
all departments should refer calls from the media to the Communications office.
GENERAL PRCEDURES FOR DEALING WITH THE MEDIA
Staff is free to respond to requests from the media regarding their professional expertise. In such cases,
the Manager of Communications should be notified as soon as possible to inform him/her of the contact.
Such notification can be particularly important if follow-up inquiries are made with other City personnel
to ensure a coordinated, consistent City response.Media inquiries should be referred to the Manager of
Communications if they involve issues with City-wide significance and/or are of a controversial or
sensitive nature.
The Manager of Communications promotes the City through press releases regarding special
accomplishments, events and activities,programs and plans. All releases intended for external audiences
should be routed through the Communications Office.
Since positive media solicitation is an integral element of the City's communications program, any ideas
for articles or pieces that would positively portray the City,its work or its community should also be
directed to the Manager of Communications. In a similar manner the Communications Office should be
notified about negative occurrences that are likely to rise to the level of a news story.
Guidelines for communicating with the media when the issue is non-controversial and limited to the staff
member's area of expertise:
• Obtain the name of the person calling,the media organization and,if available,the anticipated
time of release of information in print or broadcast.This information should be included when the
notification is made to the Manager of Communications.
• The best approach with the media is to be prompt,helpful and honest. All contacts from the
media should be returned as soon as possible, in deference to reporters'deadlines.At the most,a
call should be returned within a half-day. If that is not possible,an alternate employee(if
appropriate)or Manager of Communications should be asked to handle the call.
• Make sure you understand each question from the media before answering. If you cannot answer
the question, or are uncomfortable providing a response,take the reporter's number and advise
him/her that someone who can provide the information will contact him/her as soon as possible.
Then follow-up by contacting the Manager of Communications.
• Do not offer speculations or gossip.Do not answer a reporter's question with"no comment."Do
not be condescending or underestimate the reporter's intelligence,but make sure the reporter
understands your responses.Provide your phone number and/or e-mail address for follow-up
questions.
• Remember that in responding to the media,you can be seen as representing and speaking on
behalf of the City.Personal opinions should be clearly and carefully identified as such.
• Issues that should not be discussed with reporters are 1)legal issues,2)personnel issues, 3)
questions that involve City integrity, such as ethics or issues that may result in harm to others,or
4)a crisis or emergency. Refer all such inquiries to the Manager of Communications.
CITY EMERGENCY/CRISIS
Crisis communications have a lasting impact on reputation and public support. How well we convey our
message to the public greatly depends on what is reported to the news media.This is especially true in a
crisis, during which the news media is the primary means of communication to our constituencies.
Because of the emotions that usually accompany crises, images formed from crisis reporting are
especially important in shaping long-lasting public impressions of the City.
In the event of a major crisis involving the City of San Bernardino, it is essential that an effective
communications plan be put into effect to disseminate timely,accurate information and to ensure that
inquiries are routed to the appropriate sources.
The Manager of Communications along with appropriate public safety individuals is responsible for the
development and dissemination of all City communications in the event of an emergency. This includes
internal communications with personnel,as well as communications with the media.The priority will be
on maintaining timely and open communications with the media,providing complete and accurate
information that has been confirmed about the emergency situation and the City's response to the crisis at
hand. Communications with the media will be frequent throughout the duration of the emergency
situation.The City of San Bernardino Web site will be utilized as a key medium for updating the public
on the details of the emergency situation and actions we are taking to address all related issues.
In an emergency, City staff has a right not to speak with the media.Any situations where individuals feel
a reporter has abused their rights should be reported to the Manager of Communications.
A communication information center(EOC)may also be established,if a high volume of incoming phone
calls are expected.
CONTACT INFORMATION:
Heather Gray—Manager of Communications
E-mail: Gray_he@sbcity.org
Tel: 909-384-5916 --Fax: 909-384-5138
SUBMITTNG MEDIA REPORT
In order to make the sharing of media information more convenient, Communications has created two
reporting templates.The first is a Media Contact Report.This form allows the user to share the details
about any media contact that has already occurred. Submit the report via email directly to Heather Gray,
Manager of Communications at Gray_he @sbcity.org.
The second form is a News Advisory Report.This form allows the user to share the details of upcoming
events or positive,newsworthy stories with the Manager of Communications. Submit the report via email
directly to Heather Gray,Manager of Communications at Gray_he @sbcity.org
r ,.
CITY OF SAN BERNARDINO
CITY MANAGER'S OFFICE
INTEROFFICE MEMORANDUM
Appendix C
TO: All Departments
FROM: Charles McNeely, City Manager
SUBJECT: Social Media Policy
DATE: Jan 1, 2011
�I
PURPOSE
The purpose of this policy is to provide guidance to the employees of the City of San Bernardino
who use social media for communication on behalf of the city. All staff and contractors using
social media on behalf of the city must to adhere to this Policy.
GOAL
The goal of the city's social media communication is to provide content to community members
about city issues and services, leading to a more responsive government and a high level of
public confidence.
BACKGROUND
"Social media"refers to media designed to disseminate content(information, images, audio,
video) through social interaction, created using highly accessible and scalable Web-publishing
techniques. The term includes "social network sites"that allow individuals and organizations to
construct a profile and create and share content with others. Examples of social media include,
but are not limited to:
• video-sharing sites, such as YouTube
• blogs
•photo-sharing sites, such as Flickr
• podcasting
• social networks, such as Facebook, MySpace, LinkedIn
• microblogging and short messaging, such as Twitter
• wikis
• content sharing sites, such as Delicious and Digg
• online discussion groups
• aggregation platforms, such as FriendFeed and Streamy
POLICIES AND PROCEDURES
Use of social media for official city purposes raises legal issues that are unique to local
government and generally do not affect private persons or entities. Therefore, all city use of
social media shall be in accordance with this policy and all applicable local, state and federal
1
F
laws; policies of the City of San Bernardino pertaining to the use of computers, electronic
communications and respectful workplace; and all other applicable City of San Bernardino
policies and procedures.
ESTABLISHING A SOCIAL MEDIA PRESENCE
Use of social media shall support the objectives of the city and present the city in a positive and
professional manner. The City of San Bernardino Manager of Communications is responsible for
overall management of city social media presences and the strategies for engagement in them.
To ensure consistent and appropriate use, departments that wish to establish a presence in social
media must request approval from the Manager of Communication. Information to be provided
includes:
• Goals and objectives for the social media program
• Intended audiences
• Planned use of or strategy for the program
• Social networks or social media venues to be used
• How the social media presence supports the city's social media goal and citywide
communication goals
• Resources and personnel assigned to implementation and ongoing support(posting, monitoring,
archiving, etc.)
• Planned use of any registered Internet domain name
• Department heads must read and ensure compliance with all terms of use for any social media
site or service prior to establishing a city presence.
POSTING INFORMATION
Only the city Manager of Communications and employees authorized in writing by the City
Manager or designee are authorized to post content on a social media venue on behalf of the City
of San Bernardino. City staff posting content may only post content that has been approved for
public dissemination and is within that staff member's areas of expertise and departmental role.
Staff using social media on behalf of the city must be truthful at all times about who they are and
their role with the City of San Bernardino.
The tone of social media content is often informal, however staff is encouraged to adhere to the
city's writing style guidelines whenever possible. Linking to related city Web site pages is
strongly encouraged whenever practical and appropriate.
The city must either own the copyright to or have a valid license (written permission) to use the
content, including images, videos, sound records, etc.,posted to its social media sites. The
Manager of Communications or his/her designee must verify the validity of all copyrights or
licenses before content is posted.
PROHIBITED CONTENT
All content posted by city staff to social media sites shall support the city's social media goals
described in this Policy. Staff is prohibited from posting content about:
• Actual or perceived threats to public health, safety or property(unless the person authorized to
post content represents police or fire)
• Potentially controversial issues
2
• Actual or potential legal claims, lawsuits or other legal issues
• Personnel matters
• Budget planning and priorities
• Crime investigations and content about a crime scene
• Personal opinion on city issues or any other issue
• Political issues, including opinions about elected officials or candidates for elective office and
issues appearing on an election ballot
• What a council member might think about an issue or speculation about a potential decision
they might make
• Emergency situations (unless the person authorized to post content represents police or fire)
City-posted content may not include content that promotes religious beliefs or philosophies, that
is illegal under federal, state or local laws, or that is defamatory(i.e. slander or libel) or indecent,
or that promotes hate, tobacco, alcohol,profanity, obscenity or pornography.
City staff may not make disparaging remarks about the city or any city staff or officials nor post
content that would tend to discredit the city, its staff or officials.
Comment Policy
The purpose of the City of San Bernardino's use of social media is to share content about city
news and services. The city does not use social media to solicit comments from the public, nor
does it intend to create a public forum for the discussion of city issues or any other topic.
Therefore, all City of San Bernardino social media sites must have the comment feature disabled.
IMAGES
The city must either own the copyright or have a valid license to use images posted to social
media sites.
PUBLIC RECORDS ACT
All content posted on social media sites may be subject to the California Public Records Act.
Until a legal determination is made on this issue, staff shall limit content posted on social media
sites to previously published documents or material that otherwise complies with city policies
and procedures regarding document management and retention.
3
"Building a Better Community"
Through Strategic Communications
Appendix D
Title: Communications Strategic Direction- SBETA
Lead Agency: City Manager's Office/Office of Communications
Team Members: Communications Office, various city departments, organizations and the public
Background:
The San Bernardino Employment and Training Agency (SBETA) has been assisting job seekers and
businesses with their employment needs for approximately 30 years. The City of San Bernardino is designated as a
Local Workforce Investment Area (LWIA) by the Governor. The Mayor of San Bernardino oversees the program
in conjunction with the City's Workforce Investment Board(WIB).
The agency has helped place thousands of interested individuals in job placement and job training programs. The
agency also works closely with businesses who are interested in recruiting members of staff for multiple levels of
jobs.
A comprehensive marketing and public relations plan should be established to assist SBETA in continuing to
develop its outreach to the community. The agency is doing so many positive things that reflect on the city's
overall branding image and should continue to be talked about.
Strate,zy:
SBETA must define two clear marketing and pr strategies that apply to the customers it serves:
1. The business community looking for opportunities to work with the agency
2. Community members interested in obtaining job training or being placed
Business Community
It is critical that the agency place a great deal of focus on attracting businesses who might be interested in
utilizing the services SBETA has to offer.
• Develop a business kit with a simple layout that provides a snapshot to businesses on why and
how SBETA's services can be incorporated into their plan. A professional marketing firm could
be hired to design the kit at a cost of approximately $5- $10,000, however this project could be an
excellent opportunity to engage students from Cal State or the Art Institute through a contest or
class assignment.
1. Each kit should be appropriately branded using SBETA logo and City logo
matching the colors and style of the website.
2. Should contain meaningful, easy to read literature
3. Should contain the appropriate applications or contact info to apply
4. Part of the design should include a postcard that could be used as a mailer, bag
stuffer, through other City departments such as EDA, Community Development,
etc.
Page 1 of 4
"Building a Better Community"
Through Strategic Communications
Appendix D
• A series of key messages should be developed that are reflected throughout the business kit or any
materials provided to the business community by the agency, as well as verbally spoken by
consultants who work for the agency.
1. Reimbursement and tax incentives
2. No Income Requirements
3. Most in need and most able to benefit
• Focus business topic on incentives
• Develop a series of business profiles both in print and in PSA which could be shared on IEMG Ch.
3 or via CD to be included in the business kit. The profiles will showcase success stories of
existing businesses that have utilized SBETA's services.
• Create a newsletter for distribution to SBETA's board and business community
1. If a newsletter currently exists, participation from other City Departments should
be encouraged through the Manager of Communication.
• Conduct a SBETA Chamber of Commerce Tour- recommendation is that SBETA create a yearly
"tour" of speaking engagements at area Chambers of Commerce. A presentation should be given
at each one of these about what SBETA does for the community, and how their businesses can
benefit.
• Open House- Recommendation is that SBETA hold a yearly open house for the business
community to come out and see firsthand the types of activities they can play a role in.
1. Invite the Chamber of Commerce
2. Other important business members
Community Members:
• Develop a Community Kit similar to that of the business kit, but with literature specific to
individuals interested in benefitting from the services SBETA has to offer.
1. This kit could also be summed up in one easy to read tri-fold pamphlet that matches
the color and design of the website.
• PSA's- work with IEMG Ch.3 to create a series of PSA's with SBETA success stories. These
could be aired on Ch.3,pitched to the media or put on a CD to hand out in the kits.
• Create a SBETA "Alumni Association"- Bringing these successful people together will serve as a
sense of pride and accomplishment for the City and those involved.
1. Once a year hold an awards dinner, where successful users of the program get
honored
2. An exceptional business partner could be honored at this ceremony as well
3. Could draw very positive media attention
• Manager of Communications to create letter to send to alumni network
Additional Recommendations:
• Creation of a quarterly performance report to be presented to the Council and SBETA Board,
recapping the accomplishments of the Department throughout the year. This is an extremely
important document which will help the department reflect both historical accomplishments as
well as shape future perspective.
1. A yearly report should also be created for presentation and use by the Mayor as
background for State of the City address.
Page 2 of 4
"Building a Better Community"
Through Strategic Communications
Appendix D
• Develop a series of business profiles both in print and in PSA which could be shared on IEMG Ch.
3 or via CD to be included in the business kit. The profiles will showcase success stories of
existing businesses that have utilized SBETA's services.
• Newsletter- Recommendation would be to start a quarterly newsletter to be mailed, or preferably
posted online to update constituents of the latest news in SBETA.
• Social Media- recommend a Facebook and Twitter account be established. These can be linked to
from the SBETA website and will offer a variety of"latest news"to the community.
1. SBETA will need to determine the appropriate person/people to monitor these
forums,which often take a great deal of time.
• Manager of Communications to look for media opportunities- media remains one of the most
strategic ways of"advertising" at no cost to the organization. Some ideas include:
1. SBETA Business consulting Seminars
2. General Seminars
3. Kohl's partnership
4. Water-job training and placement
5. University of New Mexico 12 day program
6. United Way partnership
• Develop ideas for potential press conferences
1. Creation of a new program
2. Business that brings in large number of jobs
Marketing:
• Development of sponsorship opportunities- Manager of Communications will assist SBETA in
looking for opportunities to sponsor events that fit the scope of the organization's goals. Events
like the Green Job Summit where SBETA's name is attached to a cause that relates to the overall
mission is a low cost, but extremely effective way of marketing. I would recommend setting a
budget for the first year of approximately $25,000 for these types of sponsorship opportunities.
This would include:
1. Paying for advertising costs for events (Magazine, TV, Radio ads)
2. Booth space at trade shows
3. Partnerships with EDA
• Billboards- Depending on the location, billboards can be very costly. From a communications
perspective, it's not necessary for a nonprofit organization to pay for such costly space unless
there is a definitive message the organization hopes to get across, such as "don't drink and drive"
or"stay in school."
1. The City does however have access to the Arrowhead Credit Union Billboard
located on I-10 at a very low cost of$50 per advertisement. The City can use the
space up to 6 times per year- split amongst other departments; this could be a useful
way to advertising an event or class that SBETA is sponsoring.
• PSA's like advertisements that run on television, PSA's are an effective way of delivering an
organizations message, and could be extremely beneficial to SBETA.
1. Nearly every radio station in the Inland Empire reserves a portion of its advertising
space for PSA's which run anywhere from 10 seconds to 1 minute and provide
organizations opportunities to "advertise for free".
Page 3 of 4
"Building a Better Community"
Through Strategic Communications
Appendix D
2. Many stations simply require an application be filled out- of course space is
limited.
• Advertisements- Local focus. Prices vary and are contingent on the section and time of year the
advertisement is placed, but range typically from $250- $500. It would be advantageous to place
ads specific to programs SBETA offers. I would recommend placing ad's regularly in the
business section of the following:
1. Business Press
2. Sun (business section)
3. Press Enterprise
• Advertisements- Regional
• Website- After closely reviewing SBETA's website, it is not recommended that additional
changes be made at this time- the flow is easy to follow, it is user friendly and information is
reasonably easy to find.
• Strengthen presence in EDA's Office of Business development- I would recommend links from
each department's website to the other, and the creation of a series of key messages for EDA to
share with businesses each time the center is approached.
A shared vision with EDA could greatly enhance SBETA's saturation in the business community,
and may actually increase businesses desire to locate in San Bernardino because of the added
benefits SBETA offers.
Summary
Through strategic marketing, I believe that SBETA's first year goals of increasing its business
participation and overall awareness of the organization can be realized at a total cost well under $40,000.
Recommendation is to focus on public relations to tell SBETA's story vs. traditional marketing tactics.
Page 4 of 4
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