sparwood communications strategy final · communications strategy 1 district of sparwood –...

September 9, 2013

FINAL

Prepared by: Mickelson Consulting Inc.

District of Sparwood Communications Strategy

Mickelson Consulting Inc. Communications Strategy

Table of Contents 1.0 Situation Analysis Provides an overview of research and

related factors that have prompted the need for communications.

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2.0 Communication Objectives Identifies the key objectives for effective communications.

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3.0 Audience Outlines the internal and external audiences and their areas of interest.

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4.0 Opportunities Identifies opportunities that will help to communicate to key audiences by leveraging existing communication platforms.

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5.0 Challenges The challenges are identified to help apply tactics and procedures to support improved communication.

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6.0 Key Message Guidelines The key messages guidelines form the foundation of the various communication materials developed to provide high quality, consistent and responsive messaging.

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7.0 Communication Tactics Includes tactics currently available and future considerations. These tactics are designed to gain the maximum exposure and impact with the most efficient use of resources.

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8.0 Communication Principles & Requirements

Communication principles guide how the District will communicate and the core categories required for communications in a local government environment.

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9.0 Communication Needs Assessment Guide

This Guide provides a step-by-step process to evaluate communication needs and implement tactics.

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10.0 Strategic Communications Guides:

These Guides provide recommended tactics for core communication requirements. Guides include: • Annual Communications (p 22) • Change Management (p 25) • Marketing Communications (p 26) • Capital Projects (p 28) • Budget & Procurement (p 30) • Community Planning & Bylaws (p

31) • Internal Communications (p 32) • Human Resources (p 34) • Online Communications (p 35)

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11.0 Budget & Resources The budget and resources considerations and recommendations relate to factors that affect the implementation of communications

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District of Sparwood – Communications Strategy 1.0 Situation Analysis The District of Sparwood Communications Strategy is the foundation for developing communications tactics to support the range of information sharing activities required in the community. It outlines the District’s objectives and principles for communications, identifies internal and external audiences and summarizes the tactics that are currently available as well as tactics that are recommended for future. As well, the Strategy highlights opportunities and challenges that affect communications and key message guidelines. The Strategy reflects recommendations gathered during the research phase, which involved an audit and consultation process to identify opportunities to improve communications. The consultation included interviews with the Mayor, senior management and department staff, Council, staff and community workshops, an online community survey and individual input via feedback forms. The review also included analysis of existing communication materials, policies and current procedures. The Strategy is designed to leverage successful communications practices and tactics available within the District, along with recommendations for additional tactics to improve communications in Sparwood. From an organizational perspective, there is an opportunity to develop a more strategic, coordinated approach to communications that reflects consistent standards, messaging and branding. There is also an opportunity to be more proactive with communication on Council decisions, special projects and bylaws, or any changes that affect property owners in terms of services or taxes. Internal communication can be improved through better connections between departments and consistent tactics to share information and decisions stemming from senior management and Council. The recommendations and considerations stemming from the communications strategy research process are reflected in this report. Overall, these recommendations link to four key areas:

1. A more strategic approach to District communications in terms of content and consistent branding to provide more effective and timely information to the community, increase awareness of District activities, improve and expand tactics, and allow for enhanced internal communication and collaboration;

2. Clear guidelines and processes to increase early and ongoing consultation and community engagement;

3. Options and recommendations to improve and expand opportunities to work with interest groups and other community organizations; and

4. Recommendations for the structure, guidelines, policies and processes to support more effective communications and consultation.


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2.0 Communication Objectives • Improve information sharing within the organization to support informed and

engaged employees and excellence in customer service. • Improve external communications and engagement with residents, businesses

and other community stakeholders in the District of Sparwood through more strategic and proactive communication programs.

• Improve quality of communication through effective use of communication tools and tactics, consistent standards for writing and adherence to branding and graphic design standards.

3.0 Audience The audience information outlined below assists with determining audience requirements and interests, including communication tactics, message considerations and details related to residents. As well, the list of community organizations and interest groups assists with identifying targeted audiences and opportunities to leverage community partnerships and their members to reach residents and other interest groups. Demographic Information Related to Communications Requirements Based on demographic information from BC Stats, the District of Sparwood has a 2011 population of 3,667 and this includes a number of residents who work four-on, four-off shifts. As a result, reaching residents with communication information can be challenging as residents are either working long shifts or not in the community. As well, many of these shift workers may not feel as vested in the community, which can also result in less interest and engagement in District initiatives. The District also has a number of community organizations and interests groups with connections to residents and businesses in the District. These organizations provide an opportunity for additional outreach and engagement. Community Organizations / Interests Groups

• Chamber of Commerce

• Teck

• Arts and Heritage Society

• Sparwood Old Age Pension Society (SOAPS)

• Elk Valley Minor Hockey Association

• Figure skating club

• Curling club

• Bowling club

• Golf Club

• Soccer Club

• Baseball association

• Sparwood Fish and Wildlife Association

• Foodbank


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• Coal Miner Days (event committee)

• Canada Day Committee

• Canfor

• Service Clubs: Lions, Eagles, Legion, Knights of Columbus and Sparwood Futures Society

• Child Care & Services: Kids Care Society, Toys for Tots

• Girl Guides and Scouts

• Library

• Ktunaxa Nation The following is a high level summary of audiences by type and the primary interest areas for each group.

Audience - External Primary Interest Areas Residents • Council decisions and policies that affect taxes or changes to

delivery of services, including budget process • Notice of Public Hearings, Council & Committee meetings • Capital projects • Recreation programs and events • Information on resident responsibilities e.g. permits, bylaws • Crisis/emergency communication • Community planning and development • Opportunities to provide input • Updates on major projects or plans, including those led by

outside organizations

Business Owners/Operators

• Council decisions and policies that affect taxes or delivery of services

• Community planning and development • Economic development • Business support services • Capital projects and maintenance that affect transportation or

property • Tourism or community events – particularly those that provide

business opportunities or those that affect traffic or access to business areas.

Youth • Recreation and event opportunities • Volunteer opportunities • Job opportunities • Projects and initiatives that support community improvement –

environment, parks, trails, bike routes, amenities


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Seniors • Council decisions and policies that affect taxes or changes to

delivery of services, including budget process • Notice of Public Hearings, Council & Committee meetings • Capital projects • Recreation programs and events • Information on resident responsibilities • Crisis/emergency communications • Community planning and development • Safety • Opportunities to provide input

Neighbourhood Associations and Community Groups/Organizations

• Council decisions and policies that affect taxes or delivery of services, including bylaws

• Community planning and development • Notice of Public Hearings, Council and Committee meetings • Capital Projects • Projects/planning that relate to their area of interest • Links to other organizations • Information on grants or other District services

Audience - Internal Primary Interest Areas Frontline Staff – includes all employees whose primary role is interacting with community, or whose job places them in regular contact with the community

• Issues that will trigger calls/inquiries (cross-departmental) – such as un-scheduled servicing (e.g. watermain break), recent Council decisions, changes to services in the community, community planning projects underway, seasonal service impacts such as snow clearing, recreation program registration deadlines, etc

• Marketing and promotion information – events, public meetings, special initiatives

• Capital project /maintenance updates • Crisis communication/emergency information • Who to contact to flag issues/concerns

Outside workers • Council decisions/directives that affect their program or service

area • Capital project /maintenance updates • Events and community activities/initiatives • Community development/planning projects • Issues that may result in public inquiries, including activities in

other departments • Who to contact to flag issues/concerns

All Department Staff • Project information/updates/what’s coming up – particularly

when it links to or affects department e.g. New initiatives/ projects/programs within department or that affect department

• Council decisions/directives that affect their program or service area

• District policies/process changes • Organizational structure changes • Issues affecting community


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• Work priorities for all departments and how they impact others • Changes to operations that drive work or questions, need to

know prior to the change being done • Events and activities in community • Internal news updates related to HR, policy decisions, new

processes and services, etc – things that affect their role and work

• Opportunities to provide input as staff • Contact information for departments to assist with determining

correct person to contact for various programs, services and projects

4.0 Opportunities The following are opportunities to expand communication in the community and reach the silent majority and/or new audiences by leveraging new initiatives as well as external resources and connections.

• In excellent financial shape with low taxes • Commitment to communication as a goal in Strategic Plan • Council, staff and community support expanded communications and

consultation • Excellent relationship with media • Council Facts provides an ideal tool for communicating Council priorities and

decisions • New Brand Strategy • Online tools already set up and in use: website, Intranet and social media • GIS mapping currently in use for internal applications but with potential for

external in future • Youth being engaged through Facebook and Youth Council • Established partnership with School District, including events and presentations

at schools (e.g. fire prevention and safety) • Local community organizations are well established and are interested in

working with the District to improve communications and consultation Recommendations to leverage opportunities:

• Create a communications position to support Council and department communications and assign communication tasks to department staff as position responsibilities in job description.

• Build on successful communications, consultation initiatives and applications of Brand Strategy e.g. CACCI Town Hall and 2012 Annual Report.

• Apply communication strategy tactics, principles and protocols to support more proactive communication on programs, projects and services.

• Apply policies and guidance for more strategic use of communication tactics, including advertising, printed materials, website and social media.

• Assign departments and/or designated staff as liaisons for stakeholder organizations to build relations, and share timely updates on projects related to stakeholder interests.

• Work with stakeholder organizations to leverage their networks to disseminate information to their members.


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• Identify and leverage opportunities to go out to community to share information, including setting up community displays at community facilities and at events, and by attending meeting with community organizations and interest groups.

• Increase face-to-face meetings within the organization for staff updates and develop tools to facilitate collaboration and information sharing within and between departments.

5.0 Challenges This section identifies challenges that make it difficult to reach audiences effectively and be successful with communication and consultation programs.

• Difficult to engage and inform community, including challenges of residents who are shift workers

• Information materials need more details/messages on “why” things are being done (need/benefit messages)

• Lack of professional communications and graphic design expertise as a dedicated resource to support communications

• Limited budgets allocated for communications • Branding, communications and messaging not consistently applied • Lack of time and resources for staff to include communications as part of other

responsibilities, and duties not included in job descriptions • Growing demand for more proactive communications and consultation in the

community, early and ongoing engagement and information sharing for planning and capital project processes

Recommendations to address challenges:

• Consider options to access communications expertise, including redefining existing job descriptions and providing related training, creating a designated position to support communications and community engagement throughout the organization, and/or developing external contracts for ongoing support

• Develop templates that are aligned with Brand Strategy and reflect department communication requirements.

• Gain commitment to communications at Council and management level, and apply procedures for consistency in branding, communications implementation and messaging.

• Include communication and consultation requirements in all project plans, and incorporate budget for printing, advertising and direct mail communications.

• Use checklists to support departmental communication with tactics that include online and printed solutions.

• Follow consistent procedures for development and release of information. • Provide training on how to use Communications Strategy, Community

Engagement Plan, In Design templates and related policies and procedures that support strategic communication and community engagement.

6.0 Key Message Guidelines The following core concepts are to be incorporated into all materials being developed by the District, along with the specific details of each initiative/project.


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• Where appropriate, link information to the District’s vision and goals in the Strategic Plan.

• Incorporate the community/organizational “need” in messaging – why are services or programs being changed or implemented, how do they align with the Strategic Plan and/or Official Community Plan (OCP), what is driving this requirement.

• Emphasize the benefits of the initiative – why is planning underway, how will this support or add value to the District as a community or the individual neighbourhood/residents affected – define “what’s in it for me” from community perspective.

• Include context related to District policies and procedures to provide criteria for why certain activities are required e.g. bylaws.

• Demonstrate responsible governance – highlight decision-making process, opportunities for input and how it has been applied, and ensure follow-up is communicated.

• Highlight early and ongoing consultation with stakeholder groups in the community and provide summary of results and actions.

• Apply consistent branding in all materials to reinforce the District’s role and the value it brings to the community.

• Use simple language and avoid jargon and acronyms. • Use storytelling and conversational tone in appropriate tactics such as face-to-

face meetings, website, social media and subscriber emails (external) and staff meetings and intranet (internal).

7.0 Communication Tactics Inventory External – Current The following tactics are already available within the District. Some tactics primarily involve staff resource time while others have production costs. As well, some communications can be delivered quickly and others require advance planning and production time.

Current Tactic Cost/Timeline Considerations

Website Low cost & immediate (Does not include maintenance, regular testing or updates to design & navigation.)

Ideal for quick updates and broad range of information, with convenient links to more details. Content can be managed from multiple department areas. Useful for information sharing, multi-media and social media, as well as online tools. Home page best managed by one or two people to ensure timely, dynamic content. Critical tool for emergency/crisis communications.


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News Releases, Public Service Announcements (PSAs) and Media Advisories

Low cost. Generally takes a couple of days for development, approval and release. Can be more immediate during emergency/crisis communication protocols.

News releases and PSAs: use for promoting media coverage and as key content for pushing news and other updates out to staff on intranet and to residents email groups. Media advisories: for inviting media to events, photo opportunities, news conferences and other activities that are set up for media coverage. These are not for sending to the public. Information needs to be timely, relevant to audience and with news hook. Ideally one page with additional links to background information if needed. Timing of release to media should align with media deadlines, including local newspaper circulation days. Also critical to ensure that the spokespeople are available for interviews and can meet media deadlines.

Public Meetings Open Houses Town Halls

Moderate cost. Involves advance planning – ideally up to three weeks to plan, make arrangements and notify community.

Good for providing large number of people with information and use of photos, graphs and other visual aid, including multi-media, to share context. Also provides convenient platform to build relations and collect input, gain an understanding of interests or concerns. Time is needed to plan for and deliver public meetings, including costs associated with venues, visual aids, audio-visual and public address (AV/PA) technical support, and staff, as well as notification to the community. Also involves costs for advertising and other notification. Public meetings are effective for addressing community concerns during emergency/crisis communications.

Council Facts Low Cost. Immediate.

Summary of decisions and action items stemming from Council Meetings. Also an internal communication tactic.


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Online surveys Low to moderate

cost. Survey is primarily staff time; however, costs to notify community will affect total cost of survey. Requires time to develop and test survey, and then allow for a minimum of three weeks for respondents to complete.

Good for community feedback to get a sense of interests and information requirements; however, self-select surveys are often not statistically valid. Can be affected by interested parties who have specific topics or positions on District activities, and silent majority is not necessarily reached. Privacy considerations apply to tools with servers in the US such as Survey Monkey. Important to ensure questions are developed with survey questionnaire expertise to ensure not leading or confusing. As well, requires expertise in using survey tools and proper survey design, such as types of questions and how presented. Appropriate research analysis is also important to ensure data is accurately represented. It is critical to ensure coordination of surveys for the organization to ensure that the community is not over-surveyed or that there are duplicate initiatives underway.

Direct Mail Moderate to high depending on type of materials and quantity. Requires at least two to three weeks to write and design materials, print and mail.

Best used for targeted communication to directly affected residents, where there will be changes that have an impact on their property, taxes or environment (e.g. noise, dust, safety). Direct mail is also important for general audiences when there are changes to policy or services that require behaviour change in the community e.g. new recycling bans and related services. Direct mail is used for providing more detailed information, illustrations and answers to frequently asked questions.

Social media – Facebook, Twitter and YouTube

Low cost. Immediate.

Ideal for generating conversations, sharing information using creative tactics such as video and photography, and networking with residents and community organizations. Informal/conversational environment with protocols that vary from traditional “formal” government communications. Social media tools are currently being used by a couple of areas. A social media policy is in place; however, there are recommended updates to this policy and the tools could be used more effectively. See Strategic Online Communications Guide for recommendations on social media use.


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Presentations – PowerPoint with speaking notes

Low cost. Involves research and time to prepare speaking notes and build presentations with appropriate transitions and graphics.

PowerPoint presentations with consistent branding and messaging, and effective use of graphics and other tools, can be a useful tool for presenting to internal and external audiences. Key considerations are to keep text to a minimum (maximum seven points and less than seven words per point), use photos and other imagery to illustrate message, have graphs build gradually (particularly if complex), ensure there is clear contrast between words and background for readability, and avoid too much animation.

Advertising Moderate to high cost. Minimum of one week lead time to prepare ad and book ad space.

Weekly advertising already underway. Leverage available ad space more effectively through combined ads, need/benefit messaging and improved design. Ideal for reaching community members through local newspapers, and provides opportunity to tailor messaging. Does not provide for extensive messaging – content should be minimal with focus on awareness and redirecting readers to other sources for more information. Simple messages are important, which includes use of a simple-language synopsis of legal ad requirements/purpose followed by legally required content. Meets requirements for public notification purposes e.g. Public Hearing notification; however, print quality affects readability so important to consider ad size and map details. Costs vary according to size of ad and use of colour. Considerations include ensuring consistent branding such as “Spotlight on Sparwood” heading, use of sufficient white space, effective use of headlines and design to assist with making ads eye-catching and easy to read, and coordinated ad bookings to prevent duplication and avoid newspaper pages with multiple ads from the District all in the same paper when one ad may have worked more effectively.


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Newsletters

Moderate to high costs if printed. May also involve costs for online applications. Several weeks required to write and design materials, arrange production, and distribute.

Newsletters require a clear editorial plan with content aimed at audience interests. Tone and style are most effective when conversational/engaging, using storytelling, photos and case studies. Newsletter design standards, such as a consistent grid, consistent masthead, use of white space, and visual hierarchy for content are essential for readability. Online newsletters are often more effective using eNewsletter tools such as Mail Chimp and Constant Contact.

Printed information materials such as brochures, handbills, bill inserts, and booklets

Moderate to high costs if printed. Several weeks required to write and design materials, arrange production, and distribute

Printed tactics are best for providing detailed information, such as instructions, guidelines, educational information and policies. Best used for static content, printed information can be displayed, mailed, or handed out to audiences. Some printed materials, such as brochures, are not meant for posting as pdfs on websites as the design is not conducive for reading on a screen (they are designed to be folded.) Consistent branding and graphic standards are critical for printed materials.

Posters, information signs and displays

Moderate to high costs. Time required to write, design and produce materials.

Posters, signs and displays are best for general awareness, with short messages and directions. There are multiple posting areas available within Sparwood facilities and in the community as follows: • District Office • Recreation Centre • Community Boards:

• Express Mart • Post Office • The Heights • Corner of Centennial Square • Royal Bank • Inside mall at Overwaitea • Doctor & dentist office • Hospital • Library

• Teck Employee Areas Materials should be visually engaging, through use of photos, colour, graphic elements and headlines.


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Internal

Current Tactic

Cost/Timeline Considerations

Intranet Low cost. (Does not include maintenance, regular testing or updates to design & navigation.) Can be immediate.

Ideal for quick updates and a broad range of information, with convenient links to more details. Content can be managed from multiple department areas and provides a storage area for key forms and other documents. Useful for information sharing, multi-media and collaboration, as well as online tools for Human Resources applications. Home page is best managed by one or two people to ensure timely, dynamic content. Photos, roles/responsibilities and contact information for department staff would be an asset. Multiple new social enterprise tools also make it easy to provide networking and engagement between employees. Critical tool for emergency/crisis communications. See Strategic Online Communications Guide for recommendations related to intranet use.

Council Facts Low Cost. Immediate.

Summary of decisions and action items stemming from Council Meetings. Also an external communication tactic.

Email Low cost. Immediate.

Current email is based on individuals or group emails developed by individual staff. A set of corporate email groups for key audiences such as frontline staff and managers/supervisors, which is managed centrally but can be accessed by all employees would assist with more effective communication on time-sensitive information. Essential for emergency/crisis communications.


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Staff Meetings Low cost.

Timing depends on nature of meetings – regular project and/or division or team meetings take minimal planning whereas all-staff meetings require scheduling, agendas and support materials.

Face-to-face meetings at a department, division or interdepartmental level are an excellent platform for sharing information, building relations and providing opportunities for representatives from various departments to meet and discuss how their work intersects. All staff meetings held once or twice a year and led by senior management team are ideal for bridging gaps between management and employees across the organization. These larger meetings are also ideal for sharing corporate messaging, such as upcoming budget implications, strategic vision and goals and success stories/recognition. All staff meetings can be achieved through a road-show approach, where managers travel to a select number of facilities, or through two large sessions at a central location.

Posters Low to moderate cost. Can take a couple days or a couple weeks depending on message and design requirements.

Posters in staff-only areas are a convenient way to flag initiatives/projects that affect employees.


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Recommended Tactics for Consideration: The following are tactics that would expand the opportunities for communicating with the community and staff. Some of these tactics involves resources and expertise that are not currently available within the organization but could be added when those resources become available.

External • Embedded social media tactics in website: Twitter feed, video, blog • Subscriber email groups – Set up a corporate list-serve tool to reduce need for

external application service providers and provide a select list of options for community members to sign up for emails. E.g. Council Updates and Sparwood News. This allows for targeted communications to interested audiences, with subscribe/unsubscribe option. (Note: May also set up subscriber emails for specific projects, e.g. OCP updates, capital projects, which are deleted upon completion.)

• Outdoor advertising: signage, banners • E-newsletter for community with updates on District activities and progress

towards goals, could be an expanded version of recreation version or a separate newsletter

• Online discussion forums for moderated discussions that are focused on a specific topic area and complement other consultation tactics

• Highlights brochure for the Annual Report to community to provide residents with an at-a-glance overview of progress towards goals and core services aligned with revenues and expenditures

• Community profile brochure or booklet for new residents • Community Updates – Full page ads, run quarterly, with combination of editorial

and advertising to report to community Internal

• Frontline Alerts (sent to email group and printed/posted for outside workers) • Intranet social enterprise tools: employee blogs, discussion forum, opportunities

to post photos and video, collaboration, department pages with staff profiles and launch with login

• All-staff meetings where, at least once a year, the Chief Administrative Officer and Directors meet with staff, either as part of a road show to District offices/sites or in large groups at central locations. The purpose is to connect senior management with employees, share organizational updates and provide an opportunity for employees to ask questions.


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8.0 Principles for District of Sparwood Communications The following principles are the foundation for all communication initiatives and processes.

• Consider all audiences. Review who will be affected by the work underway, including residents, businesses, interest groups and stakeholders such as local and regional organizations and use tactics that best meet their needs.

• Open and honest. Adhere to transparency in decision making and a commitment to sharing information, data and other materials to assist with establishing trust and credibility.

• Factual, relevant and accurate. Information is presented clearly, outlining the need and benefits of the project or process, as well as the considerations being reviewed, such as potential challenges, the implications for various decisions and the costs involved.

• Linked to strategy. Messages include linkages to Strategic Plan and/or OCP to demonstrate purpose and provide context for why work is being done, as well as how it supports progress towards goals and vision for community.

• Timely. Information is provided to residents early in process as well as at regular intervals.

• Responsive. Requests for information, presentations or other communication are responded to quickly and with relevant information to answer questions or address concerns.

• Proactive: Information sharing is triggered by the opportunity to inform the community early and in advance of requests for information – not waiting until the community demands updates – including more proactive communication on completed projects, success stories and achievements that benefit residents as well as consistent messaging related to the District’s role, services and Strategic Plan.

Communication Support Requirements There are a number of core categories for communication support required within the District. The following categories provide the primary considerations for each type of communication. Media Relations (proactive and reactive)

• Effective media relations require prompt response to media enquiries, trained and informed spokespeople, central coordination and media monitoring to ensure consistent messaging and timely response, and an understanding of when to flag issues and how to generate positive media coverage.

• Apply a media policy and clarify procedures related to approved spokespeople, provide guidance on when to respond to media calls involving potential issues, such as when to escalate a media call to the Mayor’s and provide guidelines for release of information to the media.

• Most media relations are managed through Corporate Services and the Chief Administrative Officer (CAO), with assistance from Directors and managers who provide background and/or spokespeople as subject matter experts.


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• Media calls to staff involving issues require a consistent response using key messages and clear guidelines on what managers can respond to and when issues should be escalated to the Directors or CAO.

• During an Emergency Operations Centre activation, media relations are directed by the EOC Information Officer and approvals for messaging and media relations coordination follow EOC protocols and procedures. Assigning and training staff in this role helps to ensure effective communications in a crisis.

• Provide media training for all District spokespeople. Council Communication

• Council decisions and related news updates affect internal and external audiences, and there are regular opportunities to provide information to media related to Council decisions or activities.

• Each Council and/or Committee meeting represents an opportunity to share information with the community via media relations and other tactics. By reviewing agenda items for potential media interest areas, and then preparing background information and key messages, Directors/staff can assist with consistent messaging.

• Providing timely updates and consistent responses to inquiries and/or issues is achieved through responsive media relations, regular media monitoring and targeted public relations using a variety of tactics that extend beyond media to other platforms to correct or extend information sharing, such as through social media, targeted emails, printed materials and website updates.

Community and Targeted Communication

• The District generates information that affects the community as a whole, but there is also a need for targeted communication to specific areas or residents to provide updates such as service changes, planning initiatives or projects that affect a specific group of residents or neighbourhoods as well as interest groups or stakeholders in the community.

• It is essential to identify these targeted communication needs as part of operations and decisions, and apply tactics that are effective for the audiences affected.

• The shift workers at the mine are a key audience that is difficult to inform and engage. Ideally, the District could work with Teck to post updates and other notices/posters in employee posting areas. This process could be weekly, monthly or as needed.

Capital Project Communication

• Capital projects involve a significant investment to improve infrastructure and provide community benefits; however, these projects often involve short-term impacts that may result in issues or community concerns if not addressed or communicated effectively.

• Supervisors and project managers are key to ensuring up to date information is provided to targeted audiences through project updates and by using direct communication tactics such as door-to-door materials, direct mail and public/neighbourhood meetings.

• Apply early and ongoing communication to key audiences, along with opportunities for input and potential mitigation, which helps to address concerns early, promote awareness of benefits (short term inconvenience for long-term improvements) and provide options to reduce effects of construction.


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Marketing and Promotion

• Marketing campaigns help to promote the recreation facilities, programs and services, parks and trails, events and other amenities within the community. A marketing strategy, and related marketing communications plan, would assist with ensuring resources and tactics align with objectives and support clear deliverables such as increasing program registration and drop-in revenue growth.

• Economic development, recruitment and retention and other marketing campaigns are growing in importance as Sparwood seeks to diversify its local amenities and business sector.

• Promotion of Sparwood as a preferred employer is also essential as competition in the job market is expected to increase, making it challenging to attract and retain knowledgeable and experienced staff.

Staff Engagement & Internal Communication

• Employee morale and service levels improve when staff members are informed and aware of activities and decisions affecting their work and the community. This information sharing includes information from senior management through to frontline staff as well as communication between departments.

• Communication tactics must reflect considerations such as shifts, access to computers and level of detail required. Effective communication involves a mix of online, printed and face-to-face communication that is timely and relevant.

• Web-based tools are limited to staff with access to a computer or smart phone, which means traditional communications are an important component in reaching District employees effectively.

• A combination of storytelling, reporting and program updates and timely updates for frontline staff form the majority of information updates; however, collaboration and internal communication to support department operations is also required. The Departmental Tactics and Templates include a guide to help determine when to connect with other departments and to assist with ensuring more effective inter-departmental working groups; however, ongoing collaboration is most successful when it becomes embedded into planning and implementation processes.

• Current practices to hold a staff briefing meeting in Corporate Services are an effective model of how staff in other departments can be briefed following a Council meeting.

• Staff engagement is also important and involves opportunities for employees to share input on new initiatives or in planning exercises, generate ideas for strategic change management and provide feedback.

Issues Management

• Issues management involves early notice and prompt escalation of issues to ensure Council members and senior management are aware of the concerns – ideally before they escalate to the media.

• The issues management guidelines align with the media policy. • An issues management process involves evaluation criteria to determine when to

escalate concerns and who will be involved in message development and response. It is also tied to the media policy to ensure there is a consistent response to media and the community.

Emergency and Crisis Communication


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• Emergency communications are most often associated with media and public relations related to specific emergency response incidents. The Information Officer and/or Police Media Relations Officer at the site are responsible for managing communications.

• Crisis communication involves emergency situations with the activation of the Emergency Operations Centre. There are specific communication protocols and roles and responsibilities tied to this activation and these supersede standard operational communication guidelines.

• Crisis communications is one area where social media is a critical tactic to deliver information in a timely way to media and the community.

Note: Sparwood does not currently have a Crisis Communication Plan; however, it does have the Information Officer function identified in its Emergency Management Plan.

Community Consultation • Community consultation is recommended as a core tactic for District activities

that involve significant changes in the community or have a direct impact on residents or businesses. Examples include community planning and development activity, policy development, financial planning and capital projects.

• It is essential to provide these community input opportunities early in processes, and to focus on considerations where the community can influence decisions. It is also important to provide the context for decision-making, as community input is one element in the evaluation process, and financial and/or technical requirements are also applied.

• Effective consultation involves notification and outreach to audiences affected by the program or planning initiative, including direct contact to primary audiences and general notice to the community. Consultation should involve multiple opportunities to provide input, and a summary report of input is provided at completion of the consultation process.


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9.0 Communication Needs Assessment Guide Step 1: Situation Analysis Determine whether project or initiative will require information sharing or some form of public input based on how it will affect people. In many cases, information updates are sufficient, but if there is a major change or project with significant community impacts, early community consultation is recommended. First questions to assess communications needs:

• What audiences are affected? Determine if activities affect specific interest groups or residents/businesses, identified neighbourhoods or the entire community to help understand the audience, their interests and best way to reach them using the audience assessment guide.

• How does it affect them? Determine if it is planning or project work that affects their future, does it require behaviour change, will there be short or long-term inconveniences such as noise or road/utility interruptions, are there potential issues or concerns, will there be tax implications.

• Consider tools. Select from communication tools inventory based on audience, which may include a combination of targeted tactics (e.g. direct mail) and general community (e.g. advertising), apply multiple tactics based on available budget, and determine what works best based on audience needs and content requirements.

• What does it mean to residents in terms of need/benefit? Determine how the activity or decision addresses a need in the community or the organization and the long and/or short-term benefits. Consider whether the activity or decision will have a perceived positive or negative affect on residents or businesses in the area in any way (fee changes, policy changes, behaviour changes such as kitchen scraps recycling, construction work that affects them through noise, traffic, dust, or issues based on past experiences or regional concerns). Think through implications of short-term impacts and ensure messaging conveys the need/benefit to balance those impacts.

• How does activity/decision align with Strategic Plan and/or OCP? Review objectives and note alignment with the Strategic Plan and/or OCP, then incorporate this alignment into messaging. This alignment will most often also connect with the need/benefit messaging that explains why the work is being done.

• Identify potential issues early. When there is a potential issue, determine whether there is a need to escalate the concern to managers/Directors/CAO, consider options for mitigating issues/concerns and determine what will help to get ahead of the issue by addressing concerns quickly through actions and messaging. It is also important to escalate media calls to the Department Director or CAO when there is potential for issues stemming from the story.


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Tips to determine communication requirements:

Review how it affects people Information Sharing

Consultation Recommended

• Is there a change in service, program or policy?

Minor adjustment

Extensive change

• Will there be visible activity? Not disruptive Disruptive • Will the project result in noise, traffic,

dust or safety considerations? Minimal impacts

Significant and/or long-term impacts

• Is it a planning initiative that will shape future of community?

Minor adjustment

Significant change in direction

• Does the initiative cross community or regional boundaries?

Minimal impacts

Extensive change

• Have there been past issues related to this type of initiative – either in the region, within the District or in other places?

Potential concerns

Major concerns

• Will there best cost implications in terms of taxes, service charges/fees or increased debt?

Little or no cost impact

Cost changes affecting residents/business

Step 2: Determine Objectives

1. Awareness – objective is to inform residents so they are aware of activities underway, message is fairly simple in nature (does not take extensive explanation or background information).

2. Education – objective is to increase understanding about what the District is doing, why it is needed, and what is being done.

3. Behaviour change – objective is to have residents change behaviour in some manner, either to adhere to existing requirements (e.g. bylaws) or to implement a new program (e.g. expanded recycling).

There is an increased need for communication and community engagement for each type of objective, with awareness as the most basic information sharing that can be accomplished using a few tactics over a shorter period of time. Education campaigns may be short term in the context of a planning or construction project, or ongoing to increase understanding about strategies or property owner responsibilities. Behaviour change campaigns involve extensive tactics, benefit from community champions and are ongoing over a long period to assist with implementing change.


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Step 3: Audience and Tactics Assessment

Once the situational analysis and objectives are established, it is important to assess audiences and determine the best tactics to reach them. The tactics depend on the objective, the type/amount of information you need to convey, the budget available and the timelines for delivering the message.

Audience Affected Considerations Tactical Options

All community members Determine type of communication required and whether there is a mix of directly affected and general audience information requirements. How much information is needed to meet objectives e.g. quick update, educational information, instructional for behaviour change? Who are stakeholder/interest groups involved in topic area? Are there any similar initiatives/projects/issues in the region that could be causing confusion? Timelines to reach audience. Budget and resources.

Communication: • News release • Website • Social media • Print ads • Email groups • Posters • Community displays • Outdoor signage • Presentations • Stakeholder networks

– newsletters, email groups, websites, meetings

Public Input: • Town hall/open house • Surveys – online,

phone, on-site • Discussion forum • Stakeholder meeting • Feedback form • Focus group


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Targeted residents / businesses – neighbourhood, interest groups or other community members who will be directly affected by the project through changes such as bylaws, policies, project impacts, right-of-ways or other activities.

Determine type of information sharing required. How much information is needed to meet objectives E.g. quick update, educational information, instructional for behaviour change? Who are the residents, property owners, businesses, local stakeholders and/or interest groups who are most affected or connected and how much will they be affected? Have there been any recent issues/concerns in this area affecting relations with the District? Are there any similar initiatives/projects/issues in the region or in neighbouring municipalities that could be causing confusion? Are there community champions who would help with sharing information? Are there opportunities to leverage community partners to set up face-to-face meetings or include information in stakeholder newsletters or other tactics to connect with target audience? Timelines to reach audience. Budget and resources.

Communication - Targeted: • Direct mail • Door-knob drops • Direct email – if

available • Face-to-face meetings

with local community • Stakeholder networks

– newsletters, email groups, websites

Communication – General Community: • News release • Website • Social media • Print ads • Posters • Community displays • Outdoor signage Consultation: • Town hall/open house • Site tours (if

applicable) • Community and/or

targeted group meeting

• Stakeholder meeting • Feedback form • Focus group


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District of Sparwood Employees – either through changes to internal operations or related to external communication or issues that will generate inquiries.

Determine type of information sharing required. Is it an internal operational concern that only affects employees – such as changes to Human Resources policy or organizational changes – or is it a matter of keeping employees informed about external communications on projects/initiatives/decisions. Is the information time sensitive? Have there been any recent issues/concerns in this area affecting staff or customer relations? Are there employee champions who would help with sharing information – including roles/responsibilities for managers? Budget and resources.

Communication – Internal Operations: • Intranet homepage

news • Printed notice from

Intranet for posting on staff bulletin boards

• Email to directly-affected staff

• Face-to-face meetings either as part of regular crew briefings or ad hoc as needed

• Frequently Asked Questions (FAQ) guide for managers/supervisors

Communication – Related to External: • Email with update and

FAQs to frontline staff • Notice for crew

briefings • Intranet post • Key message guide for

staff – customer relations

Staff Engagement: • Manager Road Show –

meetings with staff at District work sites

• All staff meetings and/or departmental meetings

• Employee survey or feedback form

• Focus groups • Intranet - comment

area (if available) • Communication

Liaison Team (To be confirmed)


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10.0 Strategic Communication Guides The following guides provide recommended tactics for strategic communication for primary information sharing scenarios in the District of Sparwood.

Annual Communications Guide Annual Tactics – External

Tactic Dept Lead

Jan

Feb

Mar

Apr

May

Jun

July

Aug

Sep

Oct

Nov

Dec

Budget / Financial Planning

Annual Report

Garbage & Recycling Calendar

Recreation Program Newsletter

Quarterly Reports (pending)

Meeting Schedule for Council

Recreation Calendar

Property Tax Notice Insert

Utility Notice Insert


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Annual Tactics – Internal

Tactic

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

All Staff Meeting* Strategic Plan Update to Staff* Mid-Year Progress Report* Frontline Alert*(as needed)

*Recommended tactics – not yet in place. Note: The planning matrix assists with tracking work, assigning task responsibility, ensuring all resources are in place and providing a timeframe to allow planning for approvals and review during implementation of the communication plan. Due to limited staff resources and budget, a number of recommended activities for communication may not be feasible at this time.


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Change Management Communications Guide Purpose Communication to support change management includes:

• New programs/policies/services • Changes to services • New procedures that affect residents • Changes involving tax implications

Audience

• Neighbourhoods/residents affected by change • Property owners • Other departments affected by change • Stakeholders/interest groups

Primary Communication Requirements

• Communication updates/information • Consultation for significant changes • Education and Awareness • Media Relations • Issues Management

Communication Tactics External

• News release • Presentation at Council meeting • Presentation and discussion with community at stakeholder meetings where

applicable to interest area • Community displays • Social media • Direct mail and/or door knob drop – if specific audience groups affected and

requiring action/behaviour change • Print advertisements • Posters in facilities and in community posting areas • Website update – dynamic news and on area-specific page if applicable • Subscriber email groups – when available • Brochure – if need for instructional information

Internal

• Intranet update • Printed notice for News Bulletin • Frontline Alert Email to frontline staff group and supervisors for crew updates


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Marketing Communications Guide Purpose Communication to support marketing and promotion for:

• Recreation programs and facilities • Parks and trails • Economic Development • Tourism • Events

Audience

• Sparwood residents – all ages and demographics • Sparwood businesses • Event organizers • Industry leaders • Tourism markets • Arts and culture organizations • Sports organizations


• Communication updates/information • Marketing and promotion • Education and Awareness • Media Relations

Communication Recommendations The current marketing materials for recreation and some parks materials are professional and involve multiple tactics; however, there are other marketing communication requirements that are not adhering to these same standards.

Recommendations for improvement include:

• Develop a Marketing Strategy and a Marketing Communications Plan to support the identified goals and objectives for economic development and recreation programming.

• Increase social media marketing by linking to community stakeholder/interest groups (particularly in missed market segments).

• Apply new and creative tactics to engage community and bring new customers to facilities and parks.

• Apply the Brand Strategy and updated templates to address marketing design requirements (underway).

• Apply consistent messaging and campaign themes including a call to action. • Increase cross promotion between facility services and program areas to leverage

different community relationships and promote awareness of programs and amenities throughout the community.

• Provide staff with training and incentives to promote value-added services and bundling.


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• Conduct regular review of tactics to measure effectiveness against cost and gain an understanding of how customers are currently hearing about programs and services.

Communication Tactics

• Recreation program guides • Handbills and buckslips • Social media • Print advertisements • Posters in facilities and in community posting areas • Website update – dynamic news and on area-specific page if applicable • Outdoor signage • Brochures – schedules, specialized programs, facility hours Event Planning & Tactics The current communications to support marketing of events hosted in the District of Sparwood can be improved as an opportunity to showcase the community and the District’s leadership and support. A cohesive Marketing Communications Plan and supporting communications standards for District logo use would greatly assist in improving the overall quality of communication to promote and support events.

Key requirements:

• District branding applied consistently on all materials where the District is the owner, sponsor or partner of the event

• District logo and branding visible in all facilities and at event venues • District branded clothing for staff delivering programs and frontline services • Consistent messaging with need/benefit marketing • Standards for photo use, included in communication guidelines and procedures • Sequence of Events for Council to provide agenda and other details related to roll

out of event activities when Council members are attending and/or speaking at events


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Capital Projects Communications Guide Purpose Communication is designed to support information updates and community consultation related to capital project work throughout the District. Focus is on informing residents of activities that will affect them, mitigation work to minimize impacts and opportunities to provide input to the project design. Audience

• Neighbourhoods/communities affected by projects • Travelling public (includes vehicles, cyclists, pedestrians, trucking association) • Property owners • Other departments affected by operations/maintenance/events • Stakeholders/interest groups


• Communication and Consultation • Media Relations • Issues Management


Activity Recommended Tactics Maintenance work – schedule, notice requirements, messaging (need/benefit) when work affects community/is sufficiently visible that may result in questions or calls to frontline.

Direct mail to affected residents or door-to-door drop if short notice, with details on where to go for more information

Advertisements Signage at work site and affected area Website Project Subscriber Emails Emails to affected stakeholder groups Internal: Frontline Alerts Crew briefings/notices Team meetings for cross-departmental

considerations Public education – safety notices, property owner responsibilities, water restrictions.

Direct Mail (behaviour change) Brochures Community update ad spread - seasonal Posters Utility bill insert - water Website Subscriber emails

Internal: Intranet – tips for staff to help raise

awareness Frequently Asked Questions sheet


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Capital projects communication for work underway or planned for upcoming year

Community consultation See analysis matrix below for external

audiences Internal: Frontline Alerts Intranet updates

Capital Project – Analysis for Communication Tactics

TACTICS PROJECT SCOPE Localized /

low impact Localized/ lengthy project (high impact)

Large area - low impact

Large area - lengthy project (high impact)

Tactics Steps & Deadlines X X X X Intranet & Printed Notice

– project overview & FAQs X X X X

Frontline Alert X X X X Early Consultation/Input X X Social Media: Twitter &

Facebook posts X X X X

Subscriber Email – possibly Project Specific

X X X X

Letter to affected residents X

X

X

X

Affected Stakeholder Email

X X X X

Website X X

X

X

Web notice for external websites

X

X Newspaper Advertising X X X

Open House X X

Doorknob hanger (if property impact affects

service levels) X X X X

Media Advisory – if traffic impacts

X X X

News Release X X

Project Signage X X X X Follow up direct mail &

email (as needed)

X X


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Budget and Procurement Communications Guide Purpose Communication support to engage community in budget planning process to increase awareness and understanding of how tax dollars allocated, the services provided through the District of Sparwood and upcoming projects or initiatives that support strategic goals. Also provides operational information related to purchasing/procurement requirements. Audience

• Staff – understanding requirements, procurement, budgets, etc • Residents and/or property owners • Businesses interested in working within and for the District of Sparwood


• Community Consultation • Education and Awareness • Issues Management • Staff Engagement & Internal Communication


Activity Recommended Tactics Financial Plan Development / Budget Community Engagement

Newspaper advertising Community presentation & workshop

(direct mail invitation to community organizations and general notice to community)

Website Subscriber email Council presentation Media relations – media briefing

(Finance 101 – how budget works)

Internal Intranet Content for All-staff meeting

Annual Reporting Annual Report to Community – Strategic Plan progress towards goals and financial statements

Presentation at Council meeting Annual Report highlights brochure News release Website Internal: Intranet Copies of highlights brochure Frequently Asked questions Content for All Staff meeting


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Procurement Website – common posting area Advertising – Template for bids and

Request for Proposals

Internal (for procurement procedures): Intranet Requirements checklist

Tax Notice Property tax insert newsletter

Internal: Intranet Posted notice Frequently Asked Questions Frontline Alert (when notices go out)


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Community Planning & Bylaw Communications Guide Purpose Communication to support community planning initiatives, including updates to the Official Community Plan or other planning documents, zoning changes, sustainability initiatives and other bylaw updates or changes that affect residents and businesses. Audience

• Affected neighbourhoods • Affected interest groups • Property owners • Developers


• Community Consultation • Issues Management • Marketing and Promotion • Education and Awareness

Communication Tactics:

Activity Recommended Tactics Community Planning Note: Consultation needs to be early in process and include targeted sessions with stakeholder organizations in community, as well as residents/businesses directly affected.

Consultation program Displays Discussion guides PowerPoint presentations Advertising Posters Direct mail Subscriber email Community Update ad spread News release Website

Internal: Frontline Alerts Intranet – news and collaboration

area for affected departments


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Bylaw Communication Note: Recommend a review to determine bylaws most frequently viewed/requested or those that affect residents most often and create simple language summary of purpose/intent of bylaw, with need/benefit messaging.

Website – most frequently applied bylaws summarized in simple language within page and link to bylaw

Printed copies of bylaw summaries for most frequently used bylaws – simple language

Subscriber Email for seasonal bylaw reminders

Ads for problem areas and/or seasonal reminders

Emails to interest groups with updates/changes and Council decisions that affect bylaws

Internal: Frontline Alerts (if new/change

affecting residents) Intranet


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Internal Communications Guide Internal communications tactics involve a mix of tools to ensure that information reaches all employees in a timely manner. Council Facts is an excellent tool to share updates on Council actions and decisions. Not all employees have access to computers as part of their regular work schedule, and “pull” communication tactics like the website and Intranet are not as effective when information is time sensitive. Note: There is currently no staff resource designated to support regular internal communications. District news updates for employees would ideally include a quarterly update on projects, recent Council decisions and other initiatives affecting the organization and the community. As well, timely notifications to frontline staff on issues or projects affecting the community, as well as increased linkages between departments to promote collaboration are essential for improving operational communications. There are multiple tactics to support these communication requirements, along with some recommended additional tactics to provide for more timely updates and to improve communication within the organization. Existing Tactics

Council Facts: This summary of the decisions and action items stemming from Council meetings is currently being disseminated to Directors, staff and the community. Ideally, this information can be more proactively shared through cross promotion such as social media and printed copies in select staff areas, as well as through a direct email service. It is important that this Council update continue to be distributed quickly after a meeting to ensure the information reaches staff and the community in a timely manner for relevance. Intranet Updates and Resources: The intranet is currently underutilized by staff and the organization; however, it is an ideal platform to post information about department projects, District news and information that staff can use to respond to the community, such as key messages and updates on new initiatives. The success of the intranet lies in the information being relevant and timely – particularly on the homepage where dynamic content is most critical. Examples of dynamic content/timely information include Council Updates, news releases, success stories about staff/department achievements, Frontline Alerts to support customer service and capital project status reports. The homepage is also ideal for collaboration and social enterprise tools such as areas for blogs, comments, photos, video and discussion groups. Project collaboration areas are another potential use of the intranet platform. Depending on the flexibility of the tools, these project areas would be set up as needed, inviting key department representatives to join and participate. The project leader would be responsible for posting updates and points for discussion, and monitoring the project area. As well, to help with awareness and cross-promotion, short features on department programs/projects and links related to stories and photos about employees would ideally be posted in the news area on the intranet to draw interest, and in future, encourage comments from staff to generate discussions and increase engagement.


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Department pages are ideal for static information such as “who we are, what we do” information, such as employee profiles, services and expertise within the department, what they provide to the community and other departments, and the types of information they require from colleagues in other areas. Key contact information and human resources materials, policies and procedures, and forms are also essential on the site. A regular survey of employees can assist with identifying ways to make the intranet more engaging. As well, to help ensure staff members are accessing the tool, it is recommended that intranet be linked to start up of computers so that the homepage launches with login. Corporate Email Groups: These email groups are set up so they can be accessed by all employees. Key email groups would include: frontline staff and managers/supervisors of outside workers, along with working groups related to specific projects (which may only be temporary). Email groups may be replaced in future with collaboration tools such as Yammer or Chatter; however, they remain an ideal method to reach key groups of employees quickly and efficiently. Posters & Bulletins: Posted in staff areas to flag staff events, posters are best for highlighting opportunities for providing input, directing staff to other sources of information or raising awareness about District of Sparwood activities and other educational or call to action programs. Bulletins are effective for keeping outside workers informed about current activities or issues affecting residents. Bulletins can simply be printed copies of the Intranet News Page or Council Facts, or they may be copies of Frontline Alerts or other time sensitive information. NOTE: A designated representative in each department will need to ensure copies intranet posts and Frontline Alerts are printed and made available in work areas where employees do not have regular access to computers. Recommended Tactics All Staff Meetings: Manager Road Show: Staff meetings are based on a road show format where the CAO and Directors go out to staff work zones, such as hosted meetings at facilities as well as at off-site buildings. The purpose is to provide an organizational update that is usually tied to start of year or when budget is passed. This is an opportunity to highlight achievements from past year, flag recent Council decisions and share details on upcoming projects related to budget. Centralized Meetings: The second session, if feasible, is held at a central location where staff gathers as a larger group. This generally requires a minimum of two sessions – one in morning, one in afternoon, to allow broader range of staff to participate while still covering front line services. Ideally held in mid-September to provide progress report, this session may also provide an opportunity for team building, training on corporate initiatives, staff consultation or guest speakers. Both sessions are intended to provide face-to-face presentations and engagement between management and staff. There would be an opportunity for questions from staff


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at each session, along with feedback or comment forms to share input or request information. Frontline Alerts: This involves setting up an email distribution group for all frontline staff who use computers in their daily activities and assigning designated staff to be responsible for printing the alert and providing it to outside crews. The alert provides a brief notice on potential issues, marketing/promotion information or other updates that are of interest to the community and may result in questions to frontline. Printed copies of the email are used for posting in staff areas and at crew briefings. Division managers and/or designated staff will be responsible for posting these alerts as needed. Employee Resource Guide: Develop a guide that combines information used for employee orientation, along with information about how to stay informed about District activities, notice of key policies in the organization and where to find them, and detail related to customer service standards. The guide is also ideal for listing departments, an overview of roles/responsibilities for each area and key contacts.


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Human Resources Communications Guide Audiences:

District of Sparwood Staff Potential job candidates for recruitment

Primary Communication Requirements:

Information and Awareness Staff Engagement and Internal Communication Recruitment Marketing and Promotion Education – Primarily Internal Issues Management

Communication Tactics:

Activity Recommended Tactics Employee information – programs, services, benefits, requirements, etc Note: Employee orientation will ideally include information on communication procedures and media policy, social media use and considerations such public criticism of employer, use of photos of staff in communication materials (permission for use), confidentiality requirements, and web use policies and protocols.

Employee handbook Intranet posts All staff email for critical, time-

sensitive notifications Bulletin posting of all staff email and

news items on intranet

Recruitment Note: Recruitment materials – update to reflect consistent branding in recruitment marketing materials and postings – consistent boilerplate, key messages for postings, elements critical to attracting strong candidates, posting to professional association websites (reaching target market) and templates for consistent postings (ads, web-based, posted notices, etc).

Ad Template Web posting template – external sites Internal poster / notice Website Intranet Display for recruitment fairs (future)

Employee/Department Profiles – Who we are. What we do. Department descriptions, employee profiles, contacts and primary services.

Intranet


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Strategic Online Communications Guide Website Management

• Assign Communication Liaison(s) for each department with responsibility for posting and managing content for their area. Include these responsibilities in job descriptions and provide training. Communication Liaisons would have administrative logins to load, edit and approve content for uploading designated content areas on the site. Note: If a Communications Manager is in place, some departments may benefit from having this resource assist with regular postings.

• Content for home page management to be coordinated through one or two designated staff, with content submissions from Communication Liaisons.

• Ensure navigation is based on user interests and priorities, not organizational structure. Test navigation with community members based on assigned tasks and website functionality to assess current navigation. Considerations for a heuristic review of the site could include:

o Task orientation and website functionality;

o Navigation and information architecture improvements, including use of personas to define usage patterns and to support content development;

o Forms and data entry;

o Trust and credibility;

o Quality of writing and content;

o Search, Help, feedback and error tolerance;

o Page layout and visual/aesthetic design; and

o Accessibility and technical design.

• Establish metrics and track usage to monitor website for continuous improvement.

• Add embedded functionality for social media such as Twitter feed, blogs and discussions forums.

Web Communication and Writing Tips

• Web 2.0 – increase use of photos, graphics, videos and engagement tools.

• Allow for flexible navigation around the site to ensure user can move around efficiently and trace back to previous navigation.

• Provide opportunity for user feedback – qualitative and quantitative.

• Use links to related information within the website, both as linked text and through quick links in sidebars and within navigation bar. Ensure links to external sites open as a separate web page.

• Ensure there is dynamic content, regularly updated, on home page and key landing pages. Review site regularly for outdated content and dropped links.


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• Ensure contact information is easy to find for customer service areas, with options for phone or email.

• Use simple language, avoiding jargon, acronyms and abbreviations.

• Use bullet lists and subheads to make content easy to scan.

• Ensure links to social media platforms are clear in terms of purpose/focus and easy to find.

• Use conversational, active voice and keep to a maximum of a Grade 8 reading level both vocabulary and content.

• Keep sentences and headlines short.

• Adhere to graphic standards in terms of logo use, fonts, colours and photo selections.

• Use low-resolution pictures and graphics, and note that pictures are often more engaging when they feature people and are cropped for tighter framing.

Social Media Management

Protocols

• Authentic & Transparent

• Honest

• Responsive

• Conversational

• Accept criticism / negative

• Be clear about “blog rules”

• Be polite

• Use common sense

Privacy, Freedom of Information and Records Management

• Everything is public.

• Ensure manager responsible for FOIPPA and records management is aware of all social media platforms in use and identify tactics required to assist with meeting requirements for records.

• Limit personal information by noting restrictions related to tagging photos, and add a disclaimer related to flagging that all information is public, do not share personal information, etc.


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Usage Tips

• Brand each social media platform using logo and graphic standards and ensure information about the District of Sparwood is clear to establish credibility of sites.

• Remember that it is important to be conversational and professional. Use proper grammar and spelling – not abbreviations e.g. Gr8 for great – though some shortened words are acceptable in Twitter e.g. “info” instead of “information.”

• Use moderated platforms for community discussions, and set up discussion forums for a specific purpose that aligns with other public input tactics, then remove when process ends.

• Cross promote platforms: include icon links on website homepage, in email signatures and promotional materials and use links and hashtags in posts.

• Develop/refine policies for staff.

• Post protocols and posting rules.

• Monitor social media even if you are not using it. Follow external discussions related to the District – be ready to engage. When evaluating when to respond or ignore comments, consider the following:

o How valid is the comment?

o Is the source reputable or is there a pattern of bashing online?

o Is the comment an attack or is it based on misinformation?

o What is the tenacity of the conversation – is it escalating or fading?

o If not adhering to posting rules, advise and delete comment (after three cases of abuse of the rules, consider blocking).

o View the comments, even negative, as an opportunity to provide correct information.

o Ensure there is an identified spokesperson who approves responses to sensitive comments.


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District Social Media Platforms As social media tools gain in usage and popularity for communications and engagement, there are opportunities to apply these tactics strategically within the District. The following are some guidelines on best use of these platforms.

Strategic use of Facebook

• Build better relationships with community members, including engaging residents who may not currently connect with the District in more traditional ways, by providing opportunities for conversations on a wide range of topics affecting the District e.g. generate discussions by asking opinions, sharing ideas, linking to other communities facing similar challenges and recognizing excellence and other success stories in the community.

• Alert community to decisions, projects or other activities that may affect them, such as road closures, water flushing that affects turbidity, ice and snow conditions and related safety reminders, construction noise or new requirements such as kitchen scraps recycling, and use photos, links to maps, video, tips and other resources to share the message.

• Use humour, creativity and fun posts to encourage people to like your page, such as interesting or “cute” photos, factoids people may not know about the District, history or archive information.

• Share meeting notices, news and public service announcements about what is going on in the District.

• Provide emergency information and links to support effective crisis communications, including links to social services, maps and checklists that assist people who are affected by the emergency or would like to know how to provide assistance.

• Use photos and video to feature community as a whole – not just the District as a government e.g. scenic photos/video and special features if community organizations and local residents have been recognized for an exemplary achievement and you have permission to link to or share their photos/video.

• Provide useful profile information such as physical addresses, phone numbers and email addresses for primary customer service areas, along with links to website.

• Include a disclaimer regarding all information being public and include a “Rules of Use” policy. Use Facebook tool to block profanity.

• Promote events and send invitations to participate or volunteer.

• Link to other District of Sparwood online platforms, as well as to other governments and community organizations using social media tactics to cross promote information and reach new and different audiences.

Strategic Use of Twitter

• Send out timely news and items of interest to the community or interest groups.

• Provide updates on projects and other activities.


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• Flag agenda items and time of meetings.

• Apply engaging tactics:

o Keep Tweets to 70-100 characters to allow Retweets.

o Link to photos, videos, websites.

o Inform: provide news updates, event information, program highlights and tips.

o Curator of content: Retweet and comment on current events.

o Consider Tweet chats during consultation programs.

o When appropriate include “Please Retweet” or “Please RT.”

• Issue challenges to community e.g. Increase our recycling of kitchen scraps by 20%, and have some fun “Did you trip on your banana peel today…guess what else goes in your green recycling.”

• Tease interest in other information sources, such as videos, newsletters or other tactics or flag an opportunity for more information using links.

• Support customer service by encouraging input by posing questions such as “What would you like to know about?” and by responding promptly to negative comments and concerns related to District activities.

• Provide early and regular updates to support crisis communications.

• Live tweets at events and news conferences to build momentum and reach out to others who are not there. (Note: there will be a corresponding monitoring function to watch for public tweets stemming from Council and Committee meetings, Public Hearings and other public meetings.)

• Retweets of advice, expertise, interesting facts and factoids, photos and comments or other content being shared by local community organizations, community partners, other government agencies, local residents or other potential experts or influencers who have information of interest to Sparwood audiences.

• Link to other District of Sparwood online platforms, as well as to other governments and community organizations using social media tactics to cross promote information and reach new and different audiences.


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Strategic Use of Intranet/Social Enterprise Platforms

• Complete a user survey to gain insight into how current intranet site is being used – what employees like or don’t like, what they see is missing, what they would like on the homepage and how they would like to engage through this platform.

• Develop homepage for news and links to most frequently viewed areas, as well as social enterprise connections.

• Consider social enterprise options such as: o Employee Blog o Employee Discussion Forum o Photo Gallery o Anonymous Feedback Option o Polling and Survey Tools

• Develop Department pages with “who we are, what we do” information, as well as information on projects or other initiatives.

• Provide a tool for recognition to thank employees for work well done.

• Have profile pages for employees, where their name, position and department are complimented by other “fun” information they want to share, and their photo.

• Have a collaboration area where cross-departmental project groups can be set up, with email alerts for news on projects and links to documents, meeting minutes and other project data.

• Provide for easy customization of individual sites, including ability to select favourites.

• Assign Communication Liaisons in departments to provide updates for the news areas of the site, and to manage Department page content.

• Develop intranet usage standards, including considerations for new and emerging social enterprise platforms for collaboration, comments and other discussion, are ideally included within the intranet policy page and in an employee orientation/handbook.


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11.0 Budget & Resource Considerations & Recommendations Budget

• Most departments do not have allocated budget in annual operating plans for communications, and most projects do not have budget allocated for consultation and communication.

• The primary allocation of budget for communications is to support legally required advertising for public hearing and other notifications.

• Advertising budget is primarily allocated for recreation marketing.

Recommendations:

• Allocate budget for annual communication initiatives.

• Include communication in planning initiatives and capital project budgets.

• Consider central budget management practices for District communications, such as newsletters, annual or semi-annual reports to residents, and the Community Update ad spread.

Staff Resources

• The recommended long-term solution for improving and expanding communication in the region is to have in-house expertise to provide advice and assist with implementation of communication and community engagement. This position would support departments in the development of proactive media and public relations, marketing communications and ongoing community engagement. This position would assist with producing annual communication tactics for internal and external audiences, generate more proactive and responsive communications and provide support to departments to improve the quality and consistency of information materials.

• As an internal resource, the communications person gains an understanding of the organization and has better context for advising on communications requirements due to familiarity with the organization, subject matter experts and the history behind decision-making.

This position would support department staff in delivering communications, including providing relevant and responsive advice on issues management, and would be a dedicated resource for quick turnaround on short notice communications.

• In the absence of an internal position, interim solutions such as the use of contractors are also available. This would provide staff with advice and expertise to assist with the writing, editing and design of materials, issues management strategic advice and assistance, development of tactics that match audiences, and a review and approval function to minimize the amount of time managers will be required to allocate for the sign-off process to ensure quality and consistency in materials.

• While a dedicated communications position helps to improve the quality, timeliness and consistency of communications, there will be an ongoing need for department staff to assume responsibility for some communications given the


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scope of the operations and the range of information needs. These communications roles, or “Communications Liaisons” would ideally be reflected in job descriptions within each department to avoid “off-the-side-of-desk responsibilities” that are often missed. As well, templates, checklists and training would also assist these non-communication professionals in delivering more consistent communications.

Recommendations:

• Consider development of position to provide departmental communications support, such as a “Communications/Community Engagement Advisor” position.

• Consider options for graphic design support, including increased sharing of internal resources available in some departments, development of design templates for use by all departments and external contractors to support project-based materials.

• Identify positions within each department that will have responsibility for communication support, including website content updates, assistance with development of communication materials, responsibility for ensuring branding and graphic standards are followed and future social media requirements and incorporate these responsibilities into these job descriptions. Provide training as required.

• In the absence of in-house department communications support, the following options may assist with providing required expertise and resource support to improve the quality of written materials, provide advice and assistance with messaging related to issues management concerns and address limited resource capabilities currently available:

o Use external resources such as freelance writers or communications specialists to assist with writing/editing and message development for key communication tactics such as social media platforms, information brochures, print advertisements, news releases and website content refresh.

o Use external resources such as strategic communications experts to assist with communications programs for capital projects, major initiatives and issues management.

sparwood communications strategy final · communications strategy 1 district of sparwood –...

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